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					Solid Waste Authority of Palm Beach County, Florida

                  Authority Governing Board




                              Jeff Koons
                                 Chair




       Addie Greene         Karen Marcus         Mary McCarty
         Member              Vice Chair            Member




       Jess Santamaria      Burt Aaronson        Robert Kanjian
           Member             Secretary            Member


        Adopted Fiscal Year 2008/09 Budget
                           Mark Hammond
                          Executive Director

                          Charles Maccarrone
                         Chief Finance Officer




                                   i
Cover and Photography by Patricia Fallon, Graphics/Web Design Manager (SWA)


           (Cover picture is of the newly completed Central County Transfer Station)




                                              ii
The Government Finance Officers Association of the United States and Canada (GFOA) presented an
award of Distinguished Presentation to the Solid Waste Authority of Palm Beach County for its annual
budget for fiscal year beginning October 1, 2007. In order to receive this award, a governmental unit
must publish a budget document that meets program criteria as a policy document, as an operation
guide, as a financial plan, and as a communication device.
The award is valid for a period of one year only. We believe our current budget continues to conform
to program requirements, and we are submitting it to GFOA to determine its eligibility for another
award.




                                                 iii
iv
                                      Table of Contents

                                                                     Page No.
      How to use this Budget Document                                     vii
Introduction
      Budget Message                                                       1
      About Palm Beach County and the Solid Waste Authority               11
      Strategic Plan                                                      23
      Budget Philosophy & Process                                         26
      Financial Policies                                                  31
      Fund Definitions                                                    33
      Organizational Chart                                                35
Budget Profile
      Budget Summary (All Funds)                                          37
      Budget Comparison                                                   38
      Revenue Profile
               Special Assessment                                         39
               Tipping Fees                                               43
               Electric Sales                                             45
               Recovered Materials                                        46
               Contract & Other Revenues                                  48
      Expense Profile
               Operating Fund                                             51
               Debt Service Fund                                          57
               Renewal & Replacement and Capital Improvement Funds        63
               General Reserve Fund                                       64
               Mandatory Collection and Recycling Fund                    66
Budget by Departments
      Department’s Summary                                                71
               Office of the Executive Director                           75
               Administration                                             83
               Finance                                                    95
               Operations                                                109




                                                  v
                                     Table of Contents


Capital Budget
      Capital Projects
             Summary                                     119
             Renewal and Replacement Fund                120
             Capital Improvement Fund                    124
             Additional Machinery and Equipment          127
      Five Year Capital Improvement Plan (CIP)
             Overview                                    129
             Summary                                     132
             Renewal and Replacement Fund                133
             Capital Improvement Fund                    139
             Project Construction Funds                  143
Appendix
      Glossary of Terms                                  149
      Authority’s History & Awards                       155




                                                 vi
                        How to Use the Budg et Do cument

This is intended to assist those readers not familiar         Budget by Departments
with the Solid Waste Authority’s budget documents,
                                                              This section presents the Operating Fund, Renewal
or local government organizations in gaining an
                                                              and Replacement Fund, and Capital Improvement
understanding of how the budget document is
                                                              Fund budgets at the departmental level. To assist the
organized and what information is presented. The
                                                              reader, Departments have separate color schemes. In
Solid Waste Authority’s budget document is divided
                                                              addition, dividing each department is a departmental
into the following major sections:
                                                              organizational chart for each of the four departments.
The Introduction                                              Department Summaries include the budget, number
                                                              of positions, and departmental responsibilities for the
This section contains the Budget Message that
                                                              functions administered by the Department Chief’s.
provides an overview of the entire budget and in
                                                              Immediately following the Department Summary are
particular highlights budget strategies and major
                                                              Section Summaries that further detail each
factors that affect revenue and expenses. Also
                                                              department’s budget and state the goals and
included in this section is general information about
                                                              objectives with performance measures for each
the Solid Waste Authority, the Authority’s Strategic
                                                              function.
Plan, the budget process, and other definitive
information. The section concludes with an                    Capital Budget
organization chart to illustrate the organizational
                                                              This section contains additional schedules and
structure of the Solid Waste Authority.
                                                              narratives that provide the reader with further detail
Budget Profile                                                on the Authority’s capital projects funded through the
                                                              Renewal and Replacement and the Capital
This section provides the reader with summary and
                                                              Improvement Fund. Included is a schedule of
detail information on the Adopted Budget. Tables,
                                                              Machinery and Equipment anticipated to be
charts, and graphs show the overall picture of the
                                                              purchased under the Capital Improvement Fund. In
Solid Waste Authority’s revenue, expense and
                                                              addition, there is a Five-Year Capital Plan that details
reserve budgets. Included in this section are
                                                              the capital project expenses anticipated to maintain or
discussions and illustrations of the following:
                                                              expand the solid waste system over the next five
        Revenue analysis illustrating trends and             years.
         information used for forecasting estimates.
                                                              Appendix
        Position Comparison by fiscal year and               This section contains general reference material of
         discussion of personal service cost.                 value to the reader including a glossary of terms and
        Operating budget expenses and discussion             acronyms used in this document.
         of major increases or decreases.
                                                              Contact Information
        Debt Service Fund with the detail of the
         bonded debt obligations and individual bond          Solid Waste Authority of Palm Beach County
         issues.                                              7501 N. Jog Road, West Palm Beach, FL 33412
                                                              (561-640-4000)
        Subordinated Debt Fund with the detail of
         the loan usage and debt service payment.             Call the Solid Waste Authority Customer Information
                                                              Services for questions and information about (561-
        Operating Reserve calculation.                       697-2700 or 866-792-4636 toll free):
        Summary of the Renewal and Replacement                      Unincorporated residential garbage, yard
         along with the Capital Improvement Funds.                    waste or recycling services
                                                                   Collection Service days
        The General Reserve and the anticipated
                                                                   To order a recycling bin
         changes to the unreserved and
                                                                   Assessment and billing questions
         unappropriated balance.
                                                                   Household hazardous waste
        Mandatory Collection and Recycling Fund                   Facility locations
         showing the special assessment rate                  To report illegal dumping call: (561-640-4000 ext.
         calculation and collection district summary          4620).
         schedule.                                            For additional information visit our web site:
                                                              www.swa.org .



                                                        vii
Budget Message
October 15, 2008


Commissioner Jeff Koons, Chair
and Solid Waste Authority Board Members:


We respectfully submit the fiscal year 2008/09 Annual Operating and Capital Budget for the Solid Waste
Authority of Palm Beach County (SWA or the Authority) as approved by the Governing Board on August
22, 2007. This budget represents the Authority’s commitment to sound fiscal management as we strive to
enhance services to meet the growing needs of the citizens of Palm Beach County. More than ever, the
Authority’s 2008/09 Adopted Budget is driven by our strategic objectives, the critical issues we face and
our desire to continuously improve our performance. In addition the 2008/09 Adopted Budget meets all
the requirements of the Trust Indenture and Governing Board Policy while we plan for the future needs of
our citizens.



                                   Budget Strategies
Budget Objectives
The Authority’s financial objectives for the Fiscal Year 2008/09 Adopted Budget are to allocate limited
and restricted resources to SWA’s programs and services in a way that:
           Reflects an efficient and economical operating organization
           Encourages the use of best business practices
           Provides necessary resources to accomplish the Authority’s strategic plan and key initiatives
           Meets regulatory, legal or contractual requirements
           Fosters attainment of the Authority’s goals and objectives
           Ensures that the SWA continues to serve the County with a high level of customer service.
The Challenge
How does the Authority maintain the environmentally responsible and economical solid waste system
when the growth of the county places increased demand on the integrated systems? It places the focus on
expanding the system (Capital Projects) for this budget and future budgets. After approximately two
years of planning and public workshops, the Governing Board has approved a Capital Improvement
Program that will provide for an integrated solid waste management system that will meet the future
needs of the County. Funding of the below listed projects are planned by using a combination of the loan
proceeds initiated in December 2007 and the distribution of three Revenue Bond issues (2008 Bonds,
2010 Bonds and 2012 Bonds). These projects and their approximate cost are as follows:
    1. Construction of a new landfill either utilizing the property purchased previously in the western
       portion of the county or an optional site that would lead to reduced operating cost (approximate
       project cost of $275 million).
    2. Refurbishment of the NCRRF to meet the demands of the new contract in 2010 (approximately
       $180 million).



                                                    1
The Challenge (cont.):
    3. The purchase of 100 acres of the Mecca Farm property from the County to be used for the
       relocation of the Vegetation Processing Facility, 2 million yards of fill, and provide another storm
       debris site (approximate project cost of $32.2 million). The purchase of 64 acres of the Hatcher
       property from the County that would be used for providing another 2 million yards of fill
       (approximately $29.5 million). The inter-local agreement with the County to dredge and
       transport approximate 1 million yards of fill from the Winding Waters site (approximately $15
       million).
    4. Construct an additional Waste-to-Energy (Mass Burn) facility adjacent to the NCRRF
       (approximately $662 million).
    5. Relocation of the Materials Recycling Facility, Ferrous Processing Facility, Vegetation
       Processing Facility, Landfill Operations office and break-room, and the Landfill Weighstation
       from their current location that is in the footprint of the North County Landfill expansion project
       (approximately $80.3 million).
    6. Additional funding for the new Southwest County Transfer Station (approximately $31 million).
    7. Major renovations of the South County Transfer Station (approximately $8 million)
In order to begin funding of these projects, the Governing Board agreed with staff’s recommendation to
increase the assessment rates to cover the debt service cost of the bank loan and the 2008 Bond issuance.
The comparative graph below and the assessment charts on the next page illustrate the effect on the
increased budget for Fiscal Year 2009.

                 Millions
                       $220
                      $200
                                                                           Operating Reserve
                      $180
                      $160                                                 Captial Improvement

                      $140                                                 Renewal and Replacement

                      $120                                                 Subordinated Debt
                      $100                                                 Debt Service Expense
                       $80                                                 Pelletizer Contract
                       $60                                                 MRF Contract
                       $40                                                 NCRRF Contract
                       $20
                                                                           Operating Expense
                       $-

                                FY 2008          FY 2009



Assessment Rates
The largest portion of the Authority’s revenue sources (69%) is the non-ad valorem special assessment.
The special assessment consists of two components, (1) Waste Disposal for all improved properties
throughout the county, (2) Waste Collection for all residential properties in the unincorporated areas of
Palm Beach County.
The disposal component of the assessment is based on two factors, (1) the net overall cost per ton for
disposal and, (2) the waste generation factor for each type of improved property. The net overall cost per
ton represents the incremental rate necessary to cover the Authority’s cost net of any revenues received
from other sources (i.e., electric sales, sale of recovered materials, interest income, etc.). This cost per ton
is then multiplied by the waste generation factors to determine the annual revenue requirement per unit.


                                                       2
Assessment Rates (cont.):

The disposal assessment is divided into Residential and Commercial assessments. The residential
assessment covers 100% of the cost for residential disposal while the commercial disposal costs are split
between the assessment and volume tipping fees. The Governing Board approved raising the tipping fees
for garbage and trash from $28.00 to $35.00 per ton. Through volume tipping fees, the commercial waste
generator who produces more than the average tonnage for its category would pay more while the below
average generator would pay less.
The additional assessment for future capital projects required that the Authority raise the rates 24-28% for
residential and 37-39% for commercial (see charts below). The reason for the difference in percentage
increases, aside from rounding among the residential rates, is that commercial customers also pay a tip
fee. Even though the Tip Fee Rate was increased by 24% we are budgeting fewer tons thereby producing
less Tip Fee Revenue to offset the assessment increase. Therefore, commercial customers’ share of the
increased cost which is proportionately equal to residential must be supported more heavily by their
assessment.
The Governing Board agreed to use $6.0 million from the General Reserve to fund capital costs that are
not ongoing in nature thereby keeping rates from rising higher. It should be noted that use of the General
Reserve is limited by the Trust Indenture which prescribes that rates be set to provide current revenues
sufficient to cover all operating expenses and at a minimum 110% of the debt service requirement. The
Authority’s Consulting Engineer, Financial Advisor and Bond Counsel recommended a budget with a
coverage factor no less than 115%. The Adopted budget provides debt service coverage of 147.3%.
Due to the impacts listed here and other budget adjustments that will be discussed later, the disposal
assessment rates were set as indicated in the charts below.


                                       Disposal Assessment Rates


                                                            07/08   08/09
                              Residential Assessment      Adopted Adopted
                              Single Family               $126.00 $156.00
                              Multi-Family                 $68.00 $87.00
                              Mobile Home                 $119.00 $149.00




                                                                  07/08          08/09
                       Commercial Asessment (per Sq.Ft.)        Adopted        Adopted
                     Low Generator                            $ 0.049      $    0.068
                     Medium Generator                         $ 0.132      $    0.181
                     High Generator                           $ 0.702      $    0.967
                     Non-Generator                            $ 0.011      $    0.011
                     Agriculture                              $400/Year      $400/Year
                     Tipping Fee (Garbage-Trash per Ton)      $ 28.00      $    35.00




                                                     3
Assessment Rates (cont.):

Collection Assessment:
Fiscal year 2008/09 will be year one of the new five year contractual period for the franchise haulers in
the eleven collection districts. In an effort to obtain more competition with additional franchise haulers,
staff recommended and the Board approved expanding the collection districts from nine to eleven. Most
rates received through the competitive bids were significantly higher than previous fiscal years.
However, the changes in rates to the customers net of approved reserve fund subsidies ranged from an
annual reduction of $47 to an increase of $126. As with prior contracts, years two through five contain a
unique inflation factor adjustment entitled the Refuse Rate Index (RRI). The RRI is determined
independently for each franchise service area based on a percentage distribution of five cost factors: labor,
fuel, equipment, maintenance and other expenses, each adjusted by relevant indices.
The unreserved balance of the Collection Reserve at the beginning of FY 2009 is estimated to be $24.9
million providing the county does not experience another storm event. Staff recommended and the
Board approved utilizing $22.5 million of the reserve over the life of the contract to mitigate the increased
rates. The application of approximately $10.5 million was used with a declining scale method to
proportionally distribute the reserve funds for year one of the contract. For further discussion and detail,
see the Mandatory Collection and Recycling Fund in the Expense Profile (pp. 66). The chart below
compares the adopted residential collection rates with the previous fiscal year. Please note that since the
creation of District 10 and 11 were fashioned out of Districts 4 and 5 respectively, the same rates in FY
2007/08 were used.


                                       Collection Assessment Rates


                                          FY 2007/08               FY 2008/09
                                     Curbside Container Curbside Container
                        District   1 $ 129.00    $    62.00   $ 210.00    $    73.00
                        District   2   123.00         46.00     249.00         53.00
                        District   3    91.00         59.00     126.00         39.00
                        District   4    89.00         66.00     121.00         46.00
                        District   5   100.00         56.00     102.00         56.00
                        District   6   110.00         46.00      79.00         56.00
                        District   7   126.00         45.00     136.00         39.00
                        District   8   318.00         48.00     271.00         59.00
                        District   9   257.00        121.00     351.00        123.00
                        District   10   89.00         66.00     175.00         51.00
                        District   11  100.00         56.00     100.00         56.00




                                                      4
Guaranteed Tonnage to NCRRF:
The Board policy is to maximize the use of the North County Resource Recovery Facility (NCRRF) with
the excess tonnages having to be landfilled. The NCRRF is operating at or near its maximum capacity.
As illustrated on page 43 and page 54, the Authority’s estimated tonnage to be processed at the NCRRF is
budgeted at 860,000 tons. The increase in contractual operator fees ($2.9 million) is partially offset by
increased capacity receipts in the FPL contract for electric revenue ($2.6 million).


Financial Performance:
Funding a Disposal budget increase of approximately $28.9 million required close analysis and
forecasting of the Authority’s revenues. The following is a breakdown of the changes in forecasted
revenue by source to cover the increased expenses: (1) disposal assessment revenue is up approximately
$33 million due to an increase in units and rates, (2) electric sales at the NCRRF are increasing $2.6
million due to a contractual price escalator for capacity charges, (3) Interest Income is estimated to
decrease $4 million due to a depressed investment market, (4) Recycling Revenues are estimated to
increase $839,000 due to anticipated increases in market prices and (5) Other revenues including tipping
fees are down approximately $93,000.
In an effort to reduce the operating budget and bring it in line with actual historical results, staff was
directed during the budget process to eliminate amounts for contingencies from their departmental budget
request and develop their budgets based entirely on costs having a reasonable expectation for occurrence.
This budget procedure does not eliminate contingencies but rather establishes a framework for improving
control by consolidating contingency amounts into one account under the Executive Director. The
Executive Director’s Contingency account was funded at $1 million. For additional information see
Revenues and Expenses in this section and the Budget Profile section.




                                                    5
                                                Revenues
                       69.0%




                                0.3%                                              11.0%

                                  1.3%                              11.7%
                         1.2%
                                         5.4%
           Special Assessment      Tipping Fees            Electric Sales       Recovered Materials
           Interest Income         Contracts               Other Revenues

                             FY 03/04       FY 04/05         FY 05/06       FY 06/07      FY 07/08     FY 08/09
Revenue Source                 Actual         Actual           Actual         Actual       Budget       Budget
Special Assessment     $ 93,709,983 $ 95,375,081 $ 106,884,509 $ 129,644,907 $ 127,778,794 $ 163,614,410
Tipping Fees              24,303,876    28,694,810    30,645,215    23,082,103    26,099,544    26,105,530
Electric Sales            19,124,975    22,010,248    23,130,119    25,108,930    25,087,507    27,778,575
Recovered Materials       10,498,559    12,265,531    12,152,634    14,171,663    11,136,464    12,859,369
Interest Income            6,391,404     8,158,958    11,756,327    11,824,142     7,000,000     3,000,000
Contracts                  1,353,602     3,453,657     2,251,240     2,171,671     2,164,306     2,847,291
Other Revenues             1,891,850     1,032,840     4,485,916     6,257,873       847,957       752,067
Total Revenues         $ 157,274,250 $ 170,991,123 $ 191,305,962 $ 212,261,289 $ 200,114,572 $ 236,957,242
General Reserve          (12,923,305)  (12,674,228)  (19,555,945)  (12,412,099)   10,777,926     6,043,967
Collection Reserve        (1,008,680)     (350,050)   (9,337,600)  (14,795,013)   (1,627,958)   10,598,209
Total Budget           $ 143,342,265 $ 157,966,845 $ 162,412,418 $ 185,054,178 $ 209,264,540 $ 253,599,418


The Authority derives 97% of its total revenues or 91% of the total budget resource from four primary
sources: non-ad valorem assessments, tipping fees (disposal fees charged by weight or volume), electric
sales, and the sale of recovered materials. The remaining revenue comes from various other sources. The
table above shows a comparison of the anticipated 2008/09 Revenue Budget to prior years. NOTE: The
discussion below only highlights the major revenues. For detail discussion of the Authority’s revenues,
see Revenue Profile in the Budget Profile section.
Special Assessment:
Assessment revenue is the largest component (69%) of the Authority’s revenue sources (64.5% of
budget). The challenge was to develop the fiscal year 2008/09 budget in order to meet the Governing
Board’s objective of maintaining a solid waste system to meet the current and future needs of the County
with minimal impact to the assessment rates. Increases in the assessment rates were primarily due to
additional debt service on new bonds to be the funding source for capital expansion projects as well as
from increased operating cost.




                                                       6
                                                    Revenues
Tipping Fees:
Tipping fees for garbage/trash and the commercial assessments complement each other to produce the
total required Commercial Disposal Revenue. For Fiscal Year 2009, the Commercial Assessment Fees
were raised to proportionally equal the total residential increase when combined with the increase in the
tipping fee of $7.00 per ton. The tipping fee rates for garbage and trash, the largest component of the
tipping fee revenue (80.7%), and for CD/Recycling Residue were increased from $28 to $35 per ton. All
other tipping fees remained unchanged. For further discussion on tipping fees along with some charts and
graphs refer to the Revenue Profile in the Budget Profile section (pp.43).


    Millions
                                               Revenue Comparison
                        FY 2007 Actual              FY 2008 Budget           FY 2009 Budget
   $180

   $160

   $140

   $120

   $100

     $80

     $60

     $40

     $20

     $-
                 Special    Tipping Fees Electric Sales   Recovered   Interest    Contracts    Other
               Assessment                                 Materials   Income                  Revenues




Electric Sales:
Electric sales make up approximately 11.7% of the Authority’s total revenue (10.9% budget). The
Authority estimates the amount of electrical revenue it will receive from Florida Power and Light (FPL)
based upon past history of kilowatt hours produced and projections of the amount of Municipal Solid
Waste (MSW) throughput at the North County Resource Recovery Facility (NCRRF).
Recovered Materials:
The Authority’s most unpredictable and one of its larger sources of revenue is from the sale of recovered
or recycled materials (5.4% total revenue & 5.0% total budget). Over the last four years, market prices;
especially for recycled paper, have escalated and actual revenues received have been significantly higher
than budgeted. However, prior history has shown that this volatile market can change and consequently
the Authority has chosen to be conservative with its budgeted forecast.
General Reserve:
The Authority’s Governing Board agreed to use approximately $6.0 million from the General Reserve to
fund a portion of its capital expenditures. The General Reserve is the depository for any excess of
revenues over expenses and required deposits. It is maintained at a level sufficient to cover routine cash
flow needs and those due to potential yet unpredictable possibilities such as major hurricanes. For further
discussion of the General Reserve see page 64.


                                                             7
                                  16.9%
                                                      Expenses
                                                                                      16.9%




                                                                                                           13.9%
    12.0%



                                                                                                                   0.3%

                                                                                                   25.9%
              13.7%
                          0.5%
            Personal Services             Operating Expenses        Facility Oper. Contracts       Enterprise Contracts

            Renewal & Replacement         Capital Improvement       Debt Service                   Operating Reserve




                                    FY 03/04           FY 04/05         FY 05/06               FY 06/07        FY 07/08   FY 08/09
Description                           Actual             Actual           Actual                 Actual         Budget     Budget
Personal Services                $ 25,954,840 $ 27,427,946 $ 28,965,506       31,279,415 $ 34,430,797 $ 34,617,392
Operating Expenses               $ 13,310,837 $ 16,002,688      19,349,845    19,438,604    26,332,374    30,386,921
Facility Oper. Contracts            31,960,745    35,091,109    32,481,168    36,074,016    39,198,790    42,964,422
Enterprise Contracts                23,283,962    23,641,736    24,706,153    26,445,482    27,326,181    42,746,731
Debt Service                        40,508,823    40,249,820    41,061,302    40,301,216    47,683,192    65,743,488
Renewal & Replacement                6,513,756    10,005,036    12,503,909    25,987,378    30,260,800    35,159,245
Capital Improvement                  1,327,591     4,182,914     2,876,839     4,125,808     2,859,720       733,780
Total Expenses                   $ 142,860,554 $ 156,601,249 $ 161,944,722 $ 183,651,919 $ 208,091,854 $ 252,351,979
Operating Reserve                      481,711     1,365,596       467,695     1,402,260     1,172,685     1,247,439
Total Appropriation              $ 143,342,265 $ 157,966,845 $ 162,412,418 $ 185,054,178 $ 209,264,540 $ 253,599,418


The Authority’s total adopted expense budget for 2008/09 is $252,351,979, an increase of $44,260,125
(21.2%) from the 2007/08 adopted budget of $208,091,854. The above table compares expense budgets
for major categories of appropriations with prior years. NOTE: The discussion below only highlights
the major expenses. For a more detail discussion of Authority’s expenses, see Expense Profile in the
Budget Profile section.
Personal Services:
Personal services consist of employee wages, employee fringe benefits and employer payroll taxes. For
fiscal year 2008/09 personal services expenses are minimally up $296,595 or 0.8% from the previous
year. Budgeted increases are a result of the net effect of, salary adjustments averaging 2.5%, a decrease
in overtime utilization 20.6%, and health insurance premiums that increased 6.2%. The FICA tax rate
remained unchanged but the social security wage base increased to $102,000. The contribution the
Authority makes to the Florida Retirement System remained unchanged at 9.85% (Senior
Management13.12%) of total wages. There were no changes to employee benefits included in the budget.




                                                                8
                                                 Expenses
Operating Expenses:
Operating Expenses of $30,386,921 increased for fiscal year 2008/09 by approximately $4.0 million
(15.3%) net of Facility Operators’ budgets. This increase is the net effect of the following factors: (a) the
market escalation of fuel cost (especially diesel) is anticipated to increase $2.6 million; (b) repair and
maintenance cost for facilities and equipment will increase $184,000; (c) insurance premiums for the
fleet, buildings and general liability increased $92,000; (d) engineering cost for project management will
increase $1 million.


                                           Expense Comparison
        Millions                FY 2007 Actual        FY 2008 Budget            FY 2009 Budget

          $70

          $60

          $50

          $40

          $30

          $20

          $10

          $-
                   Personal    Operating   Facility Oper.       Enterprise    Renewal &       Capital    Debt Service
                   Services    Expenses      Contracts          Contracts    Replacement   Improvement



North County Resource Recovery Facility (NCRRF), Residential Materials
Recycling Facility (RMRF), Biosolids Pelletization Facility (BPF):
An approximate $2.8 million increase (8.4%) was budgeted for contractual payments to the operator of
the NCRRF. This increase in payment is the result of a contractual inflation factor (approx. 9.0%), while
maintaining the estimated throughput (860,000 tons) and a decrease in pass through cost, especially
insurance premiums. Over the last nine fiscal years the NCRRF has been running above capacity and
above budgeted throughput estimates.
The RMRF operator contract increased approximately $137,000 or 2.8% due to the net effect of: (a)
reduction of the current contract for the use of an optical sorter that reduces labor cost; (b) an anticipated
modest increase in materials processed (approx. 1,500 tons); (c) the contractual Price Index Adjustment
Factor (PIAF) of approximately 9.0%.
In December of 2008, the Authority anticipates the completion of the Biosolids Pelletization Facility.
This facility will be contractually operated and co-funded by inter-local agreements with four area water
treatment utilities. The Authority’s pro-rated share is budgeted at approximately $742,000.
Renewal and Replacement Fund:
The Renewal and Replacement (R&R) Fund is used for extraordinary repairs or for the replacement or
renewal of capital assets. The R&R Fund budget increased approximately $4.8 million over the previous
fiscal year’s adopted budget and will be used to continue funding of the Western Landfill escrow account
along with the construction of additional cells at the NCSWDF. For more details see the Capital Budget
Section.

                                                            9
                                              Expenses
Capital Improvement Fund:
The Capital Improvement Fund is used to purchase extensions, improvements or additions to fixed assets.
The Capital Improvement Fund Budget decreased approximately $2.1 million from the previous fiscal
year’s adopted budget, and includes expansion projects of approximately $611,000. For more details see
the Capital Budget Section.
Debt Service Fund:
In order to finance the solid waste system for Palm Beach County, the Authority has incurred long term
debt to be repaid over the life of the system. Principal and interest on the revenue bonds are required by
the Trust Indenture to be paid out of current revenues. For Fiscal Year 2008/09 the Authority will be
making debt service payments (principal and interest) on five outstanding bond issues (including the new
2008 Bonds). As discussed previously, the Authority anticipates issuing improvement revenue bonds of
approximately $360 million in November of 2008. In addition, subordinated debt (bank note) of $80
million was issued in FY 2008 and principal and interest payments are budgeted at $6.5 million. Thus the
major impact to the budget is estimated to increase debt service cost by $18 million (30.4%). For more
details on the Debt Service Fund, see the Expense Profile (pp. 57)


                                Organizational Changes
The Solid Waste Authority, from time to time, finds it prudent to alter its organizational structure in order
to more effectively manage and monitor certain programs or in response to adding new programs. During
fiscal year 2007/08, the Authority did not make any organizational changes. An organization chart is
provided at the end of this section and individual department charts are provided at the beginning of each
department’s section (see Budget by Departments).


                                            Conclusion
The 2008/09 Budget Document represents the Solid Waste Authority’s continuing commitment to
provide sound, environmentally safe and economical management of Palm Beach County’s solid waste.
It reflects the concerted efforts of the Authority’s Governing Board, the Citizens’ Advisory Committee,
and the management and staff, in partnership with the public, to address the diverse waste management
issues we face now and in the future.
We would like to thank the Authority’s Governing Board for their direction and support and the Citizens’
Advisory Committee for their recommendations and assistance. We also extend our thanks and
appreciation to the Authority’s management and staff for their continued dedication to achieving the
Authority’s goals and objectives. The Authority continues to strive for excellence as evidenced by the
many awards received (see appendix).




Mark Hammond, Executive Director
Charles E. Maccarrone, Chief Finance Officer




                                                     10
                                 About Palm Beach County




Local Economy:
Palm Beach County is the largest (in area) of the 67 counties in Florida. Land area alone is approximately
2,023 square miles (2,578 square miles including lakes). The eastern edge of the County is renowned for
its beaches and is also known as Florida's "Gold Coast." Palm Beach County's approximate 45 miles of
beautiful shoreline was named "Gold Coast" after the gold recovered from the Spanish Galleons that sank
offshore. The latest estimate for Palm Beach County prepared by the University of Florida indicates that
in 2004 the population was approximately 1,236,170. Projections show the population growing at an
annual rate of 2% over the next 10 years with corresponding increases in service businesses and light
industry.
                              Value of Real Property *
                                 January 1, 1998             79,872,734,986
                                 January 1, 1999             85,248,246,344
                                 January 1, 2000             90,319,601,735
                                 January 1, 2001             94,209,430,907
                                 January 1, 2002             98,840,164,386
                                 January 1, 2003            113,688,525,047
                                 January 1, 2004            142,188,579,213
                                 January 1, 2005            161,759,714,788
                                 January 1, 2006            211,352,739,216
                                 January 1, 2007            213,616,281,212
                                       Palm Beach Property Appraiser Office
Major Industries:
The economic base of Palm Beach County has been dependent on the real estate and construction
industries associated with producing housing for the increasing population of the County. Agriculture is
also an important industry in the rural, western area of the County that produces winter vegetables, citrus,
sugar cane, flowers and ornamental plants. During the winter and spring months many businesses rely on
the economic gain from the increase in tourism. Tourists are drawn to South Florida due to our warm
weather and major league baseball training camps.




                                                     11
Major Employers (1):
                      COMPANY                         EMPLOYEES *                    PRODUCT - SERVICE
School Board of Palm Beach Co.                              21,707             Education
Palm Beach County                                           11,293             County Government
Tenet Healthcare Systems, Inc.                              4,500              Heath Care
Hospital Corporation of America                             3,411              Heath Care
Florida Power & Light                                       3,250              Utilities
Florida Atlantic University                                 2,923              Education
The Breakers                                                2,300              Hotel
Office Depot                                                2,180              Corp. Office & Retail Distribution
Boca Raton Community Hospital                               1,860              Health Care
U.S. Sugar Corp.                                            1,800              Agriculture
(1) Source: Business Development Board of Palm Beach County, Inc.            * Rounded

Future Outlook:
On the basis of current projections, the future economic outlook indicates that the increase in population
and light industry will continue, thereby producing increased amounts of solid waste for disposal by the
Authority.
Actual quantities for preceding years and future projections (* see below) of solid waste to be handled by
the Authority’s facilities are as follows:
                                                -   Tons per Year        -
                       Class I -         Trash/                 Total                                                       Adopted
Fiscal Year           Garbage      Other Waste          Waste Stream               Recycling           Population             Budget
   1997                 783,331        455,968              1,239,299                116,523            1,044,460    $    129,391,161
   1998                 820,740        538,592              1,359,332                123,876            1,071,009    $    133,965,574
   1999                 874,634        599,116              1,473,750                129,236            1,098,859    $    137,080,298
   2000                 890,275        582,822              1,473,097                130,782            1,131,184    $    134,644,901
   2001                 914,740        569,159              1,483,899                128,079            1,165,000    $    151,237,142
   2002                 950,686        628,881              1,579,567                127,788            1,177,840    $    156,562,239
   2003                 997,573        753,038              1,750,611                129,243            1,211,170    $    146,382,654
   2004               1,066,730        765,631              1,832,361                130,356            1,236,170    $    153,359,847
   2005               1,129,441        937,909              2,067,350                135,615            1,261,170    $    167,256,382
   2006               1,135,054        882,971              2,018,025                134,647            1,286,170    $    173,612,956
   2007               1,060,563        721,999              1,782,562                136,141            1,311,170    $    211,194,669
   2008*              1,039,350        707,560              1,746,910                138,860            1,336,170    $    210,892,497
   2009*              1,049,740        714,640              1,764,380                141,640            1,361,170    $    253,599,418
   2012*              1,204,890        937,300              2,142,190                142,940            1,411,170    $    289,399,070
* = projections




                                             Waste Stream Projections

                                          Garbage             Other Waste                  Recycling         Population

                  1,600,000
                  1,400,000
                  1,200,000
                  1,000,000
                    800,000
                    600,000
                    400,000
                    200,000
                         -




                                                                    12
Solid Waste Authority Facilities



                                                     1




                                  Facilities 2 - 8



                                                 9



    10




                                                                        11




                                                                   12




                         Key to Authority Facilities:
                    1    North County Transfer Station
                    2    Administration Building
                    3    North County Resource Recovery Facility
                    4    Equipment Maintenance
                    5    Household Hazardous Waste Facility
                    6    RMRF & CMRF
                    7    North County Landfill
                    8    Composting Facility
                    9    West Central County Transfer Station
                    10   West County Transfer Station
                    11   Central County Transfer Station
                    12   South County Transfer Station




               13
               ABOUT THE SOLID WASTE AUTHORITY
Form of Government                                             combustion at very high temperatures that, in turn, is
                                                               used to fire the boilers that produce steam to turn a
The Florida Legislature in 1975 under the Palm                 turbine generator. The generator produces
Beach County Solid Waste Act, (Chapter 75-                     approximately 386,000 megawatts of electricity
473), created the Solid Waste Authority of Palm                annually, enough to power 30,000 homes while
Beach County, Florida. In 2001 the charter was                 achieving a 61% volume reduction, leaving only ash
consolidated (codified) so that any amendments                 to landfill. The NCRRF’s air pollution control
or supplements of the original charter were                    system uses a combination of dry-scrubbers and
replaced with a single act under Chapter 2001-                 electrostatic precipitators to keep acid gases and
                                                               particles down. These state-of-the-art pollution
331, Laws of Florida. The Authority is a
                                                               control systems ensure continuous protection of air
dependent special district governed by the seven               quality.
elected County Commissioners of Palm Beach
County, Florida.                                               Regional Transfer Stations
“An Integrated Approach to Solid Waste
Management”
Taking care of the environment is everybody’s job.
However, in Palm Beach County it is easier for the
citizens to reduce, reuse and recycle due to the
Authority’s integrated solid waste management
system. The Authority is responsible for providing
Palm Beach County with a comprehensive and cost
effective system for solid waste disposal. This
system currently includes a waste-to-energy plant
(NCRRF), five regional transfer stations, landfill
operations, a compost facility, household hazardous
waste collection and two material recycling facilities         Transfer stations are an essential component of the
(RMRF & CMRF). In addition the Authority is                    Authority’s integrated solid waste disposal system.
responsible for administering contracts to collect             The five strategically located transfer stations in
garbage and recyclables in the unincorporated areas            Belle Glade (West County Transfer Station), Delray
of the county. The following is a brief description of         Beach (South County Transfer Station), Lantana
the Authority’s facilities that comprise the integrated        (Central County Transfer Station), Jupiter (North
approach to solid waste management in Palm Beach               County Transfer Station), and Royal Palm Beach
County.                                                        (West Central County Transfer Station), maximize
                                                               collection efficiency. At transfer stations, smaller
    AUTHORITY FACILITIES:                                      garbage trucks unload onto a tipping floor and
                                                               garbage is inspected for unauthorized waste and then
NCRRF
                                                               loaded into larger Authority vehicles that can hold up
                                                               to 20 tons of waste. The garbage is then transported
                                                               to the NCRRF or the North County Landfill for
                                                               disposal. All garbage is removed from the transfer
                                                               stations daily. In addition, the same process
                                                               completed for garbage is used for recycled materials
                                                               and then transported to the RMRF. Ultimately,
                                                               transfer stations save fuel, collection time, and wear
                                                               and tear on roadways, while saving residents millions
                                                               of dollars in collection costs.




Constructed in 1989, the North County Resource
Recovery Facility (NCRRF) is a waste-to energy
facility designed to process a minimum of 2,000 tons
of municipal solid waste (MSW) a day. Household
and commercial garbage are processed into a fuel
called “refuse derived fuel” (RDF). The RDF creates
                                                          14
North County Landfill                                            waste reduction efforts on large-scale composting.
                                                                 Most vegetative waste delivered to the Authority for
                                                                 disposal is delivered to the composting facility. This
                                                                 vegetation is transformed into a usable and
                                                                 marketable product. The 36 bay facility, which was
                                                                 expanded from a successful four bay pilot program, is
                                                                 designed to compost a combination of about 300 tons
                                                                 per day of wastewater sludge mixed with appropriate
                                                                 amounts of vegetative mulch. The fully enclosed
                                                                 building has forced air ventilation and high-tech odor
                                                                 controls.
                                                                 Materials Recycling Facilities

Solid waste that is not recycled, composted, mulched,
combusted or otherwise segregated is landfilled. The
Authority currently operates the only landfill in Palm
Beach County. It is segregated into Class I and Class
III areas. The Class I landfill is double-lined and
accepts garbage, ash, rejects and residue from the
waste-to-energy facility and direct landfill materials.
The Class III landfill is single-lined and accepts
construction and demolition debris and bulk trash.
The working face of each landfill is covered daily
with sand to control odor and reduce environmental               The Residential Materials Recycling Facility
effects. The Authority anticipates that the landfill life        (RMRF), that is operated by a private contractor
expectancy will continue to be extended due to the               (FCR, Florida, Incorporated), is a key component in
enhanced recycling and reduction efforts. It is                  Palm Beach County’s extremely successful recycling
currently anticipated that these landfills will be               program. In 2004, the RMRF processed
available until the year 2021.                                   approximately 100,600 tons of paper and
Household Hazardous Waste Collection                             commingled containers. This represents a 5.6 percent
                                                                 increase in tons processed over the previous fiscal
Facility                                                         year. The purpose of the RMRF is to take recyclable
The Household Hazardous Waste Collection Facility                items and process, package and ship them to paper
(HHWCF) is located adjacent to the NCRRF. This                   mills, metal smelters, glass and plastic manufactures.
facility receives household hazardous materials from             The recycled items are then remade into new
residents at no charge. Also, some small businesses              products for sale. The Commercial Materials
can enroll in a program that will allow them to pay a            Recycling Facility (CMRF) is operated by the
small fee to properly dispose of their hazardous                 Authority to receive and process corrugated
waste. Technicians identify the waste, separate                  cardboard and paper received from commercial
incompatible materials, and package and store them               enterprises. The CMRF processed a total of
until they can be transported to an out-of-state facility        approximately 22,600 tons, which was a 1.8 percent
for proper disposal. For the convenience of Palm                 increase over the previous fiscal year.
Beach County residents, most transfer stations also
have designated days and times to receive household              Closed Landfill Facilities
hazardous waste.                                                 Landfills that have reached their ultimate capacity are
                                                                 closed and require monitoring and care to assure that
Composting Facility                                              they do not adversely impact the environment or
                                                                 public health. The Solid Waste Authority is
                                                                 responsible for six closed facilities. Several of these
                                                                 were closed prior to the Authority assuming control,
                                                                 ownership, or liability for the properties. For
                                                                 facilities closed prior to 1985, groundwater quality
                                                                 surrounding the facilities is monitored under permits
                                                                 issued by the Department of Environmental
                                                                 Protection. Facilities closed after 1985 are subject to
                                                                 a long term care requirement under Florida Statutes,
                                                                 which includes maintenance and monitoring of
                                                                 groundwater quality and the establishment of escrow
Composting is a natural form of recycling. The                   accounts to fund the long term care.
Authority is also concentrating its recycling and
                                                            15
                                              Other Facilities:




                       Description                                          Capacity
Administration Building                                    42,000 sq. ft.
Equipment Maintenance Building                             39,000 sq. ft.
Waste Water Recovery & Deep Well Injection System          10,000 gal. per minute
Water Supply System (NCRRF)                                1,800 gal. per minute
Ferrous Processing Facility                                30,000 tons per year
Gas Recovery Systems
    North County Landfill (Class I & Class III)           2,108,000 standard cubic feet per day

    Dyer Blvd. Landfill (closed)                          267,000 standard cubic feet per day




                                                     16
       Renewable Energy                                  the sludge dryers as an alternative to natural gas.
                                                         The SWA and its partners are constructing this
                                                         facility to provide for the efficient and
You probably know the SWA for our garbage                environmentally safe disposal of sludge from
and recycling programs, but did you know we              waste water treatment plants. At the BPF, sludge
are a major producer of renewable energy?                will be dried, pelletized and sold to fertilizer
While the SWA’s Waste-to-Energy (WTE)                    blenders as a natural and nutrient rich
Facility reduces the volume of waste disposed in         component of commercial fertilizers.
the landfill it also uses household garbage as
fuel to produce clean electricity.                       This is just the first step in the beneficial use of
                                                         landfill gas at the Solid Waste Authority, and the
According to the EPA, WTE plants are a “clean,           SWA is committed to increasing the use of
reliable, renewable source of energy” that               landfill gas in the future.
generate electricity “with less environmental
impact than almost any other source of
electricity”. In fact, waste-to-energy plants
                                                                   Greenhouse Gas
improve air quality by decreasing the                                Reduction
consumption of fossil fuels such as oil, coal and
natural gas.
                                                         The SWA’s waste-to-energy facility, active
                                                                            landfill gas management
                                                                            systems, landfill gas to
                                                                            energy projects, and
                                                                            recycling programs reduce
                                                                            greenhouse gas emissions
                                                                            believed to contribute to
                                                                            global climate change.

                                                                               At the WTE Facility the
                                                                               SWA reduces greenhouse
                                                                               gas emissions by
                                                                               producing electricity that
                                                                               otherwise would have
                                                                               been generated by a fossil
                                                                               fuel power plant, and by
                                                                               decreasing the volume of
                                                                               waste that would have
                                                                               gone to the landfill,
                                                                               decomposed and
                                                                               generated methane, which
Realizing the benefits of WTE, the SWA has                                     is 21 times more potent
plans to increase our capacity from the current          than carbon dioxide as a greenhouse gas.
2,500 tons per day to over 5,500 tons per day by
2014.                                                    At the WTE Facility the SWA also recovers
                                                         metals, such as iron and aluminum, avoiding the
Additionally, the SWA will soon be using                 greenhouse gases resulting from the mining and
landfill gas, which consists primarily of                production of metals from virgin materials.
methane, as a renewable energy source to                 Similarly, the SWA’s recycling programs
produce clean energy as an alternative to fossil         contribute as well. Since the beginning of the
fuels. Using landfill gas, the SWA is making one         program, the SWA has recycled nearly 2 million
state-of-the art environmentally beneficial              tons of paper, plastic, aluminum and glass.
project even better. At the SWA’s Biosolids              Because producing new products from recovered
Pelletization Facility, which is currently under         materials consumes less energy recycling
construction, landfill gas will be used to power         actually reduces greenhouse gas generation.
                                                    17
For waste that is landfilled, our active landfill         In Palm Beach County recycling is an entirely
gas management systems effectively prevent the            voluntary program, and the SWA owes a great
emission of landfill gas into the atmosphere and          debt of gratitude to the homeowners and
our landfill gas to energy projects contribute to         businesses that have helped us achieve our great
satisfying the SWA’s power needs while                    success. With our blue and yellow recycling bin
replacing fossil fuels.                                   system residents can recycle aluminum, glass,
                                                          plastics, cardboard, magazines, paper bags and
But, that’s not all. The SWA’s Transfer Stations          newspaper right at the curb. The SWA makes
reduce greenhouse gas emissions and pollution             recycling easy!
through enhanced transportation efficiency. This
year alone, the Transfer Stations will save nearly        Our Commercial Recycling Program gives
11 million miles on Palm Beach County’s                   businesses the opportunity to recycle as well,
roadways and nearly 2.5 million gallons of                either at their place of business or at one of the
diesel fuel by consolidating smaller loads into           more than 150 Public Drop-off Locations
tractor trailers. The SWA will reduce CO2                 located conveniently throughout the county.
emissions by 28,000 tons this year. [figure based         These free drop-off locations provide a
on 2778 grams x .99 x 44/12=10084 grams or                convenient place where businesses can take their
10.1 kg/gallon or 22.2 lbs per gallon; fact check,        recyclable items like office paper, magazines,
source: EPA.gov]                                          cardboard, newspapers and catalogs. Also,
                                                          through the SWA’s Commercial Materials
                                                          Processing Agreement program, eligible
                                                          businesses are paid for their office paper.
               Recycling                                  Thanks to you and the hard work of our
                                                          dedicated staff, the SWA has successfully
The SWA’s dedication to conserving our natural            achieved our 50% waste reduction goal every
resources and minimizing the amount of waste              year since it was established in 1998. In addition
going into the landfill is well known. As a leader        to recyclables, the SWA recovers nearly 250,000
in the recycling industry, the SWA’s award                tons of clean vegetation per year. This material
winning recycling program has been recognized             is mulched and either composted, processed into
for excellence by organizations such as the Solid         boiler fuel, or returned to the land as a soil
Waste Association of North America and                    amendment.
Recycle Florida Today. Since the inception of
our recycling program the SWA has recycled
more than two million tons of
residential and commercial
material that otherwise would
have been landfilled. Last year
alone the SWA sold 118,173
tons, or 236,346,000 pounds, of
recyclables.




                                                     18
Even with all of our successes, the SWA                   stored, and disposed of properly. That’s why we
continuously strives to improve. The SWA is               have an entire staff devoted solely to collecting
currently constructing a new Materials                    these products in order to keep them out of the
Recycling Facility (MRF). This $40 million,               garbage, protect the people and facilities who
140,000 square foot facility will be the largest          handle the garbage, and protect the environment.
MRF in the state and is sized to manage the
projected growth in the recycling stream for far          Most of us recognize that household hazardous
into the future. Once completed, the SWA has              waste (HHW), materials like used oil, pesticides,
plans to begin to accept junk mail and steel cans         and flammable liquids, shouldn’t be put in the
at the curb as well, further reducing our reliance        garbage. However, materials such as fluorescent
on the landfill.                                          lamps, rechargeable batteries and electronics
                                                          also contain toxic metals like mercury and
Did You Know?                                             cadmium that require proper disposal, and other
                                                          chemicals are flammable, corrosive, reactive or
       Recycling a stack of newspaper 3 ½ feet           toxic when mixed in the trash.
        tall saves one tree from being cut down.
       Every Sunday it takes 75,000 trees just           The SWA collects these materials, more than 1.7
        to print the New York Times newspaper.            million pounds last year, through our HHW
       Recycling one aluminum can saves                  facilities as we have for more than 15 years.
        enough energy to run your TV for three            There is no fee for residents and the SWA
        hours.                                            provides a fee-based system for qualifying low
       The energy saved from recycling one               quantity small business generators.
        glass bottle could operate a 100-watt
        light bulb for four hours.                        And as consumer habits, styles and technology
       EVERYDAY, the SWA gets 5 million                  change, the SWA responds to meet those new
        pounds of garbage. This is enough to              challenges. In recent years, we have seen an
        cover an entire football field nine feet          explosion in the amount of discarded electronics
        high.                                             and rechargeable batteries, and in the near future
       Americans go through 2.5 million                  we expect to see lots of fluorescent lamps. The
        plastic bottles every HOUR.                       SWA accepts E-waste from County residents
                                                          and everything we collect is processed and
               Household                                  recycled in the U.S., and while rechargeable
                                                          batteries are on the rise, the SWA has been
            Hazardous Waste                               collecting and recycling rechargeable batteries
                                                          for more than 15 years.

Preserving the environment and protecting the
public health and safety as well as the
health and safety of everyone involved in
the waste disposal chain is a job the SWA
takes seriously. Managing Palm Beach
County’s waste is the SWA’s job and
everything we do - from waste reduction
efforts to transporting to processing to
final disposal of waste - is designed to
minimize the impact the waste we create
has on our local environment.

But some wastes are worse than others.
Nearly every home and small business
has some type of chemical product that
can be hazardous to your family,
coworkers, solid waste workers and
facilities, and the environment if not used,
                                                     19
On the horizon, due to federal legislation                Part of SWA’s philosophy is to give something
starting in 2012 the familiar incandescent bulbs          back to the local community. Several closed
that we all use will begin to be phased out in            landfills have been converted into natural areas,
favor of more energy efficient bulbs, such as             parks or golf courses. Dyer Landfill was
fluorescents. Unfortunately, fluorescent lamps            transformed into a park with a large area of
contain mercury and must be disposed of                   created wetland habitat. Plans for the current
properly. But, the SWA is ready. We recycled              landfill include building a nature trailway
over 19,000 pounds of fluorescent lamps last              system for residents to use and enjoy. Visitors
year alone, and we are fully prepared for what            may see deer, otter, alligators, birds, bobcats &
the future brings.                                        much more.


               Environmental                              Wetland restoration, relocating trees and
                                                          creating lake areas are another demonstration of
               Stewardship &                              the Authority’s giving back to the environment.
                                                          SWA provides over 300 acres of wetland habitat
                Preservation                              in a Conservation Area at the NCRRF landfill
                                                          site. This Conservation Area harbors thousands
                                                          of Florida wading birds, as well as two
The Solid Waste Authority (SWA) is dedicated              endangered species, the Snail Kite and the Wood
to environmental quality and strives to achieve           Stork.
environmental excellence by maintaining
compliance with governmental regulations and
                                                          Each year these birds seek refuge in the SWA
implementing innovative technologies. We are
                                                          Rookery, which is just across the street from the
committed to preserving natural resources,
                                                          landfill, to nest and raise their young. SWA
preventing pollution, and seeking continuous
                                                          monitors the wading bird colony to ensure the
improvements in environmental performance.
                                                          protection of such an amazing resource. We are
                                                          also active in controlling the spread of exotic
We are devoted to environmental stewardship               species at our sites.
and preservation. SWA believes the first step in
being a good steward is being a good neighbor.
                                                          The NCRRF landfill is also adjacent to Grassy
The Authority goes beyond the curb and works
                                                          Waters Preserve, a wildlife sanctuary and
together with citizens and regulatory agencies to
                                                          drinking water reservoir. SWA’s pledge and
bring benefits to the environment and
                                                          efforts to preserve the environment is why
surrounding communities. SWA has extensive
                                                          industry and wildlife can successfully exist
environmental monitoring programs to protect
                                                          together. It’s no wonder that we really can live
Florida’s valuable resources: air, water, soil and
                                                          in your backyard.
wildlife.

SWA’s Environmental Management
System (EMS) allows the Authority to
be a leader in integrated solid waste
management throughout the nation.
Through Pollution Prevention Plans,
facility managers integrate best
environmental practices into daily
operations. An elaborate landfill gas
collection system collects and controls
greenhouse gas emission from the
landfill, which also helps prevents odors.
A sophisticated network of wells is used
to monitor ground water and surface
waters at our sites.



                                                     20
Did You Know?                                              Through our sponsorship of Rebuilding
                                                           Together of the Palm Beaches and Paint your
• That the SWA rookery is listed in the top 100            Heart Out Palm Beach County, both volunteer
wading bird rookeries in the State of Florida.             based non-profit organizations, together we offer
• That 500 Wood Stork nests were recorded in               assistance to the elderly, disabled and low
the SWA Rookery.                                           income families with children. Rebuilding
• That there are over 200 groundwater                      Together repairs the interior and exterior of
monitoring wells around the landfill.                      qualifying homes and Paint Your Heart Out
• That University of Florida put satellite tags on         paints the exterior of qualifying single family
SWA Wood Stork chicks to learn more about                  homes with the SWA’s recycled paint at no cost
their behaviors.                                           to the homeowner. More than 80 homes were
• That we monitor air pollutants continuously at           painted or repaired last year. In fact, last year the
the Waste-to-Energy Facility to protect the air.           SWA donated more than 7,000 gallons of
• That over 12,000 trees were relocated from the           recycled paint, made in part from unused latex
current landfill to create a park at a closed              paint collected through the SWA’s Household
landfill.                                                  Hazardous Waste program, to non-profit and
• That over 32,000 analytical water samples                governmental agencies for use on homes, public
were taken this year at the active landfill.               buildings and in graffiti abatement programs.


          Contributions to the                             But these contributions would not be possible
                                                           without the help of our Volunteers. Through the
              Community                                    SWA’s Volunteer Program, in existence since
                                                           1994, our Volunteers help us educate the public
                                                           about recycling and help with programs like
While the SWA’s contribution to the                        Adopt-A-Spot, Paint Your Heart Out,
environment is clearly demonstrated in the way             Rebuilding Together, Green Team and
we manage Palm Beach County’s solid waste                  Neighbor-to-Neighbor. Our Volunteers donated
and recycling programs, the SWA is also                    more than 14,000 hours last year. Want to
dedicated to taking the extra step to contribute to        Volunteer?
and improve the community we serve.

The SWA’s Adopt-A Spot program, in
existence since 1999, is a litter abatement and
beautification program that provides community
groups tools and supplies to “adopt”
and improve the appearance of
specific locations in their
community. The SWA’s Adopt-A-
Spot groups, in partnership with
Keep Palm Beach County Beautiful,
which the SWA funds, also
participate in the Great American
Cleanup and the Florida Coastal
Cleanup. The Friends of Jupiter
Beach is the SWA’s largest and
oldest group with several thousand
members. Last year more than 70
events were conducted.




                                                      21
And that’s not all. Did you ever wonder what             And west of Lantana on the closed Lantana
happens to old landfills? Well some are given a          Landfill, sits Park Ridge Golf Course. Park
new life as a park or even a golf course. Through        Ridge, developed jointly by the SWA and Palm
the SWA’s efforts, the closed Dyer Landfill is           Beach County, is a beautiful and challenging
now Dyer Park with baseball, softball and soccer         6,500 yard, par 72, 18-hole links course with
fields, volleyball and basketball courts,                changes in elevation that are truly unique for a
mountain bike trails, equestrian trails, a picnic        golf course in South Florida.
pavilion, and a children’s play area all
surrounded by a restored wetland ecosystem.




                                                    22
The Authority’s Strategic Plan
     Core Compoents
           Definitions
               Code



   Our Missions
       Why we exist

               M1


      Our Plan
   How we will get there

              PL 1


     Our Vision
    Where we are going
               V1


   Our Programs
      What we will do
            P1 - P4


 Our Commitments
     What we promise
            C1 - C4
                23
                             The Authority’s Strategic Plan

 Our Mission - - - - - - - - - - - - - Why we exist


The Mission of the Solid Waste Authority is to process and
dispose of materials that are discarded by the residents and
businesses of Palm Beach County, Florida in a manner
consistent with its legislative mandate, applicable local, state,
and federal ordinances, regulations, and laws. [M-1]



                                                           Our Plan - - - - - - - - How we will get there

                                                       The Plan, through which the Solid Waste Authority
                                                       accomplishes its mission, represents a county-wide integrated
                                                       set of environmentally responsible and economical solid waste
                                                       management facilities and programs. [PL -1]



 Our Vision - - - - - - - - Where we are going

Shared Vision, Values, and Commitments
The Solid Waste Authority is comprised of a team of
dedicated individuals, whose vision includes values and
commitments that help us meet the daily challenges
encountered by managing the County’s solid waste. Through
the professional efforts of the employees and the policy
direction of the Governing Board, these shared values and
commitments are used to accomplish our Mission. [V–1]




                                                           Our Programs - - - - - - - - What we will do
                                                           there
                                                       Programs developed and implemented by the Authority in
                                                       accordance with its plan, provide for:
                                                            Integrating solid waste transportation, processing,
                                                             recycling, resource recovery, and disposal technologies.
                                                             [P-1]
                                                            Protecting the environment through an integrated solid
                                                             waste management system that includes source reduction,
                                                             recycling, composting, combustion and landfilling. [P-2]
                                                            Aggressively pursuing a recycling and waste reduction
                                                             goal of 50%. [P-3]
                                                            Informing the public about solid waste management
                                                             issues. [P-4]


                                                           24
                             The Authority’s Strategic Plan
 Our Commitments - -- - - What we promise

Commitments to a Public Partnership [C-1]
The Solid Waste Authority holds the public's trust as one of its
highest values. Often times, decisions made by the Solid
Waste Authority are unpopular. It is our responsibility to
ensure that these decisions are made in consideration of the
entire county's welfare. The public's understanding of why
such decisions are made is important to us and we strive to be
available and responsive in dealing with issues of concern to
our residents. We are their partners for solid waste solutions.
                                                      Commitment to Environmental Quality [C-2]
                                                      The Solid Waste Authority is an active participant in
                                                      environmental protection. We are committed to providing
                                                      Palm Beach County with safe disposal methods now and for
                                                      future generations. We are charged with the responsibility of
                                                      providing for the environmentally sound management of the
                                                      County's solid waste. This is accomplished through state of
                                                      the art facilities, high standards of operation, and
                                                      environmental management systems. We are committed to
                                                      pollution prevention, seeking continuous improvements in
                                                      environmental performance and a policy of meeting or
                                                      exceeding all federal, state, and local regulations.
Commitments to Staff Excellence [C-3]
The Authority is committed to maintaining and developing a
highly professional and technically competent staff to provide
creative and innovative solutions to the diverse waste
management issues facing Palm Beach County, Florida. The
appropriate balance of experience, varying perspectives,
creativity, and willingness to evaluate risks and assume
responsibility is the key to our ability to serve.
                                                      Commitments to the Future [C-4]
                                                                   Inherent in the future is uncertainty and risk. There
                                                                   are no easy answers or formulas for success. In order
                                                                   to be successful, we must be diligent in our efforts to
                                                                   keep abreast of technologies and ever mindful of
                                                                   decisions that are made in the best interest of the
                                                                   public we serve. We are committed to provide an
                                                                   integrated solid waste management system that will
                                                                   serve us into the future.

                                          Public Acknowledgement

We all appreciate our county for a variety of reasons; the beautiful climate, prosperity, economic growth, and
recreational opportunities. While the reasons may differ, one fact remains the same: We all call this area our home
and do not want to see our quality of life degraded. If we are to be successful in this endeavor we must understand
and acknowledge that we are all part of the problem. We must change our attitudes about thoughtlessly discarding
waste, while embracing resource conservation, and minimizing the amount of waste we produce. Through positive
action on the part of the public, as well as this agency, solid waste will be managed in a manner that benefits all
Palm Beach County residents

                                                         25
                                      Budget Philosophy & Process
Philosophy:                                                          The Authority’s Budget is prepared using the same full
                                                                     accrual basis of accounting but with the following
The Solid Waste Authority is committed to providing                  exceptions:
high levels of service to the residents of Palm Beach
County at the lowest possible cost. In developing the                1.   Depreciation and amortization expenses, which are
Authority's financial plan, or budget, attention is                       non-cash expenses, are not included in the
primarily given to ensuring that the budget reasonably                    Authority’s budget.
includes all projected revenues and expenses of the solid            2.   Any outstanding encumbrances at fiscal year end
waste system for the fiscal year.                                         and their associated budgets are carried over to the
Fiscal Year:                                                              new fiscal year.
The Solid Waste Authority's budget is based on a fiscal,             Budgetary Control:
rather than a calendar year. The fiscal year (FY) begins             The Authority adopts an annual, non-appropriated,
on October 1 and ends on September 30.                               operating budget as a financial plan for the fiscal year.
Statutory and Trust Indenture Requirements:                          Activities of the funds (Revenue, Operating, Debt
                                                                     Service, Operating Reserve, Renewal and Replacement,
The Solid Waste Authority is required by its Special Act,            Capital Improvement and General Reserve) required by
Chapter 2001-331, as amended, Laws of Florida, Sec 7                 the Trust Indenture securing the Authority’s bonded
(3) (a) & (b), to adopt an annual budget at a Public                 indebtedness are included in the annual budget.
Hearing. Notice of the Public Hearing is required to be              Therefore, the budget will be balanced with current
published in the local newspaper at least twice with the             revenues, which may include other sources (General
first notice being at least 20 days prior to the date set for        Reserve) as established by
the Public Hearing. In addition, the Authority is                    the Trust Indenture.
required, by its Trust Indenture, to adopt and file with its
Trustee an annual budget for each fiscal year not later              Adoption Process:
than thirty (30) days prior to the beginning of the fiscal           The Governing Board adopts the budget as a financial
year. The budget is required to be reviewed and                      plan for the year at the fund level. The Board requested
approved by the Authority's Consulting Engineer. In                  that the budget be presented at the department level in
accordance with the Trust Indenture, the Authority must              conjunction with their policy of reinventing government.
at all times establish special assessments, tipping fees             However, staff prepares a line item budget at the cost
and other fees, rates and charges to provide net revenues            center level for managerial control purposes.
(gross revenue less operating expenses) in each fiscal
year at least equal to 110% of the annual debt service.              At the beginning of the budget process the Authority
Each quarter the Authority is required to review the                 outlines a critical path in order to meet obligatory dates
estimates set forth in the annual budget. In the event               as follows:
such estimates do not substantially correspond with
                                                                     July 15          A computer tape of the proposed non-
actual revenues, operating expenses or other
                                                                                      ad valorem assessment roll is due to the
requirements, the Authority is required to adopt and to
                                                                                      Palm Beach County Property Appraiser
file with the Trustee an amended annual budget for the
                                                                                      so that the special assessment amount
remainder of the fiscal year. If during the fiscal year
                                                                                      will be included on the Trim Notice
extraordinary receipts or payments of unusual costs
                                                                                      when sent to all property owners of
occur the Authority is required to adopt and to file with
                                                                                      Palm Beach County.
the Trustee an amended Annual Budget for the
remainder of the fiscal year. If the budget amendment is
                                                                     August 1         Florida Statue 197.3632 requires a
greater than 10% of the adopted annual budget, the
                                                                                      notice by first class mail to each
Trustee must receive a certificate from the Consulting
                                                                                      property owner notifying them (no less
Engineer that has been co-signed by the Authority's
                                                                                      than twenty days prior) of the public
Governing Board approving the amendment.
                                                                                      hearing date and the proposed
Basis of Accounting:                                                                  assessment rate.
The Authority applies the full accrual basis of accounting           August 31        Adopted budget must be filed with the
to its financial records and statement presentation.                                  Trustee.
Revenues are recognized when earned and expenses are
recognized when they are incurred.                                   September 15     Certified roll of non-ad valorem
Basis of Budgeting:                                                                   assessment is due to the Palm Beach
                                                                                      County Tax Collector’s office.


                                                                26
                                  Budget Philosophy & Process

During the early budget planning period, budget                Once all departments have submitted their requests,
assumptions are reviewed, changes in programs and              the budget office produces a rough draft of the
personnel are considered and business plans are                budget. The budget office meets with the
updated. The budget strategy is built around the               departments and the draft is reviewed line item by
Authority’s Reinventing Government Program                     line item. Changes are submitted to the budget office
entitled “Team for Optimum Public Service”;                    in writing. Outstanding items are submitted to the
(TOPS) (see appendix section for program details).             Executive and Managing Directors for review.
With TOPS, the Governing Board established                     Several drafts may be produced until such time that
specific goals and the Executive Director initiates the        the Executive Director is satisfied that the budget is
budget process with a memorandum to staff                      ready to be submitted to the Governing Board.
emphasizing the goals and any restrictions needed to
                                                               The proposed budget document is submitted to the
meet the objectives. These goals in brief are as
                                                               Governing Board and Consulting Engineer prior to
follows: (a) Maintain or reduce the disposal rates for
                                                               the public workshop. At the public workshop the
existing facilities and programs, (b) Direct to the
                                                               administrative staff gives a presentation on the
NCRRF a minimum of 125% of the guaranteed
                                                               budget and is prepared to answer any questions from
annual tonnage in the NCRRF operator’s contract
                                                               the Governing Board and public. Changes resulting
(780,000 tons per year), (c) Operate in a financially
                                                               from the workshop are incorporated into the proposed
efficient manner as measured by the difference
                                                               budget and summary budget reports are submitted to
between the amount budgeted for operating expenses
                                                               the Governing Board. After the public hearing, the
within the control of staff and the actual amount
                                                               Authority provides the Palm Beach County Tax
spent at year end.
                                                               Collector with a computer tape of the non-ad valorem
The departments begin the budget development                   assessment roll.
process in late January or early February,
                                                               The Governing Board at the duly advertised meeting
approximately eight months prior to its effective date.
                                                               (usually in August) adopts the Annual Budget,
The budget office sends operating budget packets to
                                                               approves the Assessment and Tip Fee Rates, and
all departments. These packets include the
                                                               Adopts resolutions necessary for the non-ad valorem
following:
                                                               assessments. Prior to August 31 of each year, the
          Budget Calendar
                                                               Authority files the approved budget with the Trustee,
            Department expense budget worksheet               as required by the Trust Indenture. Prior to
                                                               September 15th, final edits are made and the certified
            Current permanent positions and
                                                               roll of the non-ad valorem special assessment is
             estimated hours worksheet
                                                               delivered to the Palm Beach Tax Collector’s office.
            Personnel Request Form                            For further illustration on the process see the diagram
                                                               on the next page and the budget calendar on page 27.
            Operating fund account definitions
            Machinery and Equipment Request
             Form
            Capital Improvement Plan (CIP) Project
             Request Form
            Asset Replacement Program worksheet
            Performance Management (Goals and
             objectives and workload measures)
             worksheet
            Budget packet instructions

The departments are given approximately thirty days
to complete the worksheets and submit them to the
budget office. During this period the budget office
holds group and individual workshops to provide
guidance to the supervisors responsible for
submitting their cost center's operating budget.


                                                          27
Budget Process




      28
                Budget Monitoring & Amendment Procedures

General:                                                   Requires Executive Director Approval:
      A line item budget will be maintained within              Upon request, unencumbered budget
       individual units. Budget transfers will be                 balances for construction projects that are
       required when an encumbrance or expense                    not completed at fiscal year end may be
       (purchase order, etc.) exceeds the                         carried forward to the next fiscal year as an
       unencumbered balance of the appropriated                   amendment to the budget, providing there
       line item.                                                 are sufficient funds from the previous year’s
                                                                  unspent revenues (General Reserve).
      At the first Board meeting following the end
       of each quarter during the fiscal year,                   Transfers between Departments within the
       Quarterly Budget Reports will be provided                  same fund.
       to the Board indicating budget performance;
       however, for purposes of the fourth quarter               Purchases of non-budgeted items in the
       report, the Comprehensive Annual Financial                 Renewal and Replacement Fund.
       Report (CAFR) will serve as the final                     Transfer of positions between Sections
       budget report for the fiscal year.                         within a Department.
      Outstanding encumbrances and their related                Addition of temporary employees.
       budget balance for expense line items that
       are not paid at fiscal year end are carried         Requires Department Director Approval:
       forward to the next fiscal year as an                     Transfers between sections and/or account
       amendment to the budget.                                   groups (e.g., personal services & operating
Requires Governing Board Approval:                                expenses) within a Department.

      Transfers between the funds (interfund                    Transfer of positions between Units within a
                                                                  Section.
       transfers).
      Increase or decrease in total fund                  Requires Assistant Director, Administrator
       appropriation or appropriation from the             or their Designee’s Approval:
       General Reserve.
                                                                 Transfers within a Unit.
      Purchases of non-budgeted items in the
                                                                 Transfers between Units (e.g., Accounting &
       Capital Improvement Fund.
                                                                  Weighstations) within the same section.
      Increases in pay grades for personnel.
Requires Executive Director Approval and
Governing Board Notification:
      Additions to and/or Transfer of regular
       status personnel position between
       Departments.
      Transfers from the Operating Fund
       Contingency account with Governing Board
       notification in the subsequent quarterly
       meeting.




                                                      29
                    Fiscal Year 2008/09 Budget Calendar
 February 11             Budget preparation packages delivered to all departments.

 February 11 – March 7   Budget Office is available to meet with Departments or individuals requesting assistance.

 March 7                 Departments submit their completed budget packages to the Budget Office.

 March 31 – April 11     Budget Office meets with Departments to review requested amounts and justifications.

 April 21 – April 25     Budget Office meets with Executive, Chief’s and Department Directors to negotiate
                         proposed amounts.

 May 17                  Draft Budget is completed and ready for final review.

 May 26 – June 6         Budget Office is available to meet with Departments on Performance Measurement.

 June 6                  Departments submit Performance Measurements to Budget Office.

 May 25                  Published notice of public hearing on the budget scheduled for June 11.

 June 2                  Proposed budget delivered to Governing Board and Consulting Engineer for review.

 June 8                  Published second notice of public hearing on the budget scheduled for June 11.

 June 11                 Budget Workshop conducted with Governing Board and Public.

 June 11                 Public hearing on the budget and special assessment rates conducted. Consulting
                         Engineer’s report on the budget is due. * Governing Board establishes assessment rates
                         for TRIM Notice.

 July 14 *               Complete all changes and prepare data tape for TRIM Notice.

 July 31*                Non-ad valorem special assessment roll is due to the Palm Beach County Tax Collector
                         for the TRIM Notice.

 August 20               Governing Board conducts continuation of Public Hearing for the adoption of the budget
                         and special assessment rates.

 August 31 *             Adopted budget must be filed with the Trustee.

 September 15 *          Certified roll of non-ad valorem special assessment is due to the Palm Beach Tax
                         Collector.


* = Critical Path




                                                30
                                           Financial Policies
The Solid Waste Authority’s financial polices,                     4.   The Authority’s portfolio will be diversified
compiled below, set forth the basic framework for the                   to avoid incurring unreasonable risk
overall fiscal management of the Authority.                             regarding specific securities types or
Operating independently of changing circumstances                       individual financial institutions.
and conditions, these policies assist the decision-
                                                                   5.   The Authority will be in conformance with
making process of the Authority Board and the
                                                                        Federal, State and other legal requirements.
Administration. These policies provide guidelines
for evaluating both current activities and proposals           Operating Budget Policies:
for future programs. They direct attention to overall
financial condition, rather than a narrow focus on                 1.   The Authority will continue to support a
single issues. They continue to demonstrate a                           scheduled level of maintenance and
compliance with applicable Bond Trust Indenture                         replacement of its infrastructure and fleet.
requirements.                                                      2.   The Authority will review annually all
Most of the policies represent long-standing                            approved positions in order to determine
principles, traditions and practices that have guided                   adequate staffing levels in each department
the Authority in the past and have helped maintain                      with current positions.
financial stability since the creation of the Authority            3.   The Authority will continuously review
in 1975. They are reviewed annually.                                    operating costs to assure that all programs
Revenue Policies:                                                       are adequately funded to provide
                                                                        environmentally sound waste disposal
    1.   The Authority will establish rates and                         programs to Palm Beach County residents.
         charges in order to provide Net Revenues
                                                                   4.   The budget will be balanced with current
         (Gross Revenues less Operating Expenses)
         at least equal to 110% of the annual debt                      revenues, which may include other sources
         service as required by the Trust Indenture.                    (General Reserve) as established by
                                                                        the Trust Indenture.
    2.   The Authority will attempt to keep
         residential special assessment rates equal to         Expense Policies:
         or less than prior year rates.                        The Authority will procure all goods and services for
    3.   The Authority will review commercial                  the solid waste system in accordance with the
         special assessment rates and related tipping          Governing Board approved Purchasing Policies and
         fees annually to determine the proper                 Procedures Manual.
         allocation between the two components.
                                                               Reserve and Fund Requirement Policies:
    4.   The Authority will promptly deposit all
                                                               The Solid Waste Authority's reserve and fund
         disposal revenues into the Revenue Fund as
                                                               requirement policies are based on the requirements of
         required by the Trust Indenture.
                                                               the Bond Trust Indenture (see Fund Definitions on
Investment Policy (in part):                                   the following page).

    1.   The investment of Authority funds will                    1.   The Authority will maintain an Operating
         emphasize preservation of capital in the                       Reserve Fund equivalent to one sixth (1/6)
         overall portfolio.                                             of the annual operating budget.

    2.   Cash balances will be maintained to allow                 2.   The Authority will maintain on deposit
         for sufficient liquidity of funds to meet the                  within the Renewal and Replacement Fund,
         Authority’s projected operating and capital                    an amount (Fund Requirement) as
         requirements to insure the timely                              determined by the Consulting Engineer.
         satisfaction of financial obligations.                    3.   The Authority will maintain within the
    3.   Investment decisions will be made to allow                     Renewal and Replacement Fund the Landfill
         for the attainment of the maximum rate of                      Management Escrow Account as required
         return on the portfolio given safety and                       by the Florida Department of Environmental
         liquidity objectives.                                          Protection.
                                                                   4.   The Authority will maintain on deposit
                                                                        within the Capital Improvement Fund an
                                                                        amount (Fund Requirement) as determined
                                                                        by the Consulting Engineer.
                                                          31
                                           Financial Policies

   5.   The Authority will maintain Debt Service                5.   The Authority will maintain good
        Fund reserves equivalent to the average                      communication with bond rating agencies
        annual debt service with respect to all bonds                about its financial condition.
        outstanding calculated as of their date of
                                                                6.   The Authority will publish and distribute an
        issuance.
                                                                     official statement for each bond issue.
   6.   The Authority will maintain a General
        Reserve Fund as required by the Trust                Accounting, Auditing and Financial
        Indenture. This fund will be the depository          Reporting Policies:
        of all surplus funds. Such funds may be
        used to purchase or redeem any outstanding              1.   An independent audit of the Authority’s
        bonds or for any lawful purpose as deemed                    financial statements will be performed
        appropriate by the Governing Board.                          annually.

Debt Policies:                                                  2.   The Authority will produce annual financial
                                                                     reports in accordance with Generally
   1.   The Solid Waste Authority is empowered to                    Accepted Accounting Principles (GAAP) as
        use debt financing when it is appropriate.                   outlined by the Governmental Accounting
                                                                     Standards Board (GASB).
   2.   All outstanding revenue bonds will be
        secured by a pledge of the net revenues of              3.   The Authority will maintain a system of
        the solid waste system.                                      strong internal controls.

   3.   The Authority will ensure that debt is               Capital Budget Policies:
        soundly financed by conservatively
        projecting the revenue sources that will be             1.   The Authority will adopt and maintain a
        utilized to pay the debt.                                    multi-year plan for capital improvements,
                                                                     and update it annually.
   4.   The Authority will finance capital
        improvements over a period of time not                  2.   The Authority will maintain its physical
        greater than the useful life of the                          assets at a level adequate to protect the
        improvement.                                                 Authority’s capital investment and minimize
                                                                     future maintenance and replacement costs.




                                                        32
                                              Fund Definitions
The Solid Waste Authority operates similar to a private business in that it receives no ad valorem tax revenue and
the full cost of providing the goods or services is financed through user charges and fees and other revenues such as
the sale of electricity and recovered materials resulting from its operations. The Solid Waste Authority for financial
statement purposes is reported as one Enterprise Fund. To be in compliance with our Bond Trust Indenture, for
financial planning and budgetary appropriation, the enterprise fund is divided into nine funds.

                                            The Revenue Fund is the initial depository for all Authority revenues
Revenue Fund 402                            derived from the solid waste system. These revenues are transferred to
                                            the other funds as required once each month.

Operating Fund 403                          The Operating Fund is used to pay the current expenses of operation,
                                            administrative cost, maintenance and ordinary current repairs of the solid
                                            waste system.

Debt Service Fund 404                       The Debt Service Fund is used to provide sufficient funds to meet annual
                                            debt service requirements. Included in the Debt Service Fund are
                                            accounts for principal and interest payments. In addition, the fund
                                            includes the debt service reserve account.

Operating Reserve Fund 405                  The Operating Reserve Fund is used to pay operating expenses of the
                                            Authority whenever the moneys on deposit in the Operating Fund are
                                            insufficient. In accordance with the Trust Indenture the Operating
                                            Reserve Fund requirement is to be a sum equal to one-sixth (1/6) of the
                                            amount appropriated by the Authority in the annual budget for the
                                            Operating Fund for the current fiscal year.

Renewal and Replacement Fund 406            The Renewal and Replacement Fund is used for extraordinary repairs to
                                            or the replacement or renewal of capital assets of the solid waste system.
                                            In addition it is used for payment of costs incurred in the preparation and
                                            closure of landfills and for costs incurred for such extraordinary
                                            expenses peculiar to landfills.

Capital Improvement Fund 407                The Capital Improvement Fund is used to pay costs of extensions,
                                            improvements or additions to capital assets of the solid waste system.

Subordinated Debt Fund 408                  The Subordinated Debt Fund is used to provide sufficient funds to meet
                                            annual interest and principal payment requirements for any subordinate
                                            indebtedness.
General Reserve Fund 413                    The General Reserve Fund is the depository for any cash surplus not
                                            required in the Revenue Fund and may be used for any deficiency in
                                            amounts required in any other funds with the exception of the Bond
                                            Construction Funds or for any lawful purpose of the Authority and its
                                            solid waste system.

Mandatory Collection Fund 415               The Mandatory Collection Fund is used to account for the annual
                                            collection special assessment revenue and the costs to provide for the
                                            collection of waste in the unincorporated area of Palm Beach County.
                                            The Mandatory Collection Fund is separate and distinct from the other
                                            funds that are controlled by the Trust Indenture. Collection and Disposal
                                            Funds may not be commingled.




                                                         33
34
                   ORGANIZATIONAL CHART




Solid Waste Authority                     General Counsel                  Citizen’s Advisory
  Governing Board                                                              Committee




 Executive Director     Executive              Employee
                         Support               Relations




Chief Administration    Hazardous            Environmental       Risk             Engineering
       Officer          Waste Srvs.            Programs       Management           Services




   Chief Finance         Financial           Purchasing      Information          Customer
      Officer            Services             Services       Technology           Relations




  Chief Operating          Land               Transport      Compost/Yard-          Equipment
      Officer           Management            Services       waste/Utilities        Maintenance




                                     35
36
                                  Budget Summary (All Funds)
                                    FY 2007/08                           FY 2008/09
                                      Adopted                                                     Total          Increase
                                       Budget           Disposal          Collections           Budget         (Decrease)     Percent
Revenues:
Special Assessment                $ 127,778,793    $ 133,102,679     $     30,511,731     $ 163,614,410    $   35,835,617      28.05%

Tipping Fees:
  Class I & III                   $ 17,532,144     $   21,091,280                         $ 21,091,280     $     3,559,136      20.30%
  Building Debris/Land Clearing      5,625,000          3,375,000                            3,375,000          (2,250,000)    -40.00%
  C/D Recycling Residue                    -                    -                                    -                 -            N/A
  Tires                                123,500            335,350                              335,350             211,850     171.54%
  Non-Residential Vegetation         1,500,000                  -                                    -          (1,500,000)   -100.00%
  Special Waste - Class A              195,000            195,000                              195,000                 -            N/A
  Special Waste - Class B               15,000                  -                                    -             (15,000)   -100.00%
  Dewatered Sludge                   1,108,900          1,108,900                            1,108,900                 -            N/A
Sub-Total Tipping Fees            $ 26,099,544     $   26,105,530                     -   $ 26,105,530     $         5,986       0.02%

Electric Sales                    $ 25,087,507     $   27,778,575                         $ 27,778,575     $     2,691,068      10.73%
Recycling Revenue                   11,136,464         12,859,369                           12,859,369           1,722,905      15.47%
Compost Contract                     1,197,600          1,196,500                            1,196,500              (1,100)     -0.09%
Interest Income                      7,000,000          3,000,000                            3,000,000          (4,000,000)    -57.14%
Sub-Total                         $ 44,421,571     $   44,834,444                     -   $ 44,834,444             412,873       0.93%

Other Revenue:
 Lease Income                          487,957           457,067                          $      457,067   $      (30,890)      -6.33%
 C.O. Billing                          525,000           295,000              235,000            530,000            5,000        0.95%
 Compost Sales                          60,000                 -                                       -          (60,000)    -100.00%
 CESQG Revenue (Haz. Waste)                  -                 -                                       -              -             N/A
 Permit Application Fees                16,000            14,000                                  14,000           (2,000)     -12.50%
 County Cleanup Offset                       -                 -                                       -              -             N/A
 Franchise Hauler Fees                 725,706                              1,401,791          1,401,791          676,085       93.16%
Sub-Total Other Revenues             1,814,663           766,067            1,636,791     $    2,402,858          588,195       32.41%

Total Revenues                    $ 200,114,571    $ 204,808,720     $     32,148,522     $ 236,957,242    $   36,842,671      18.41%

Expenses:
Operating Expenses:
  SWA Operating Expenses          $ 60,763,171     $   65,004,313                      $ 65,004,313        $    4,241,142       6.98%
  NCRRF Fee                          34,275,863        37,160,826                        37,160,826             2,884,963       8.42%
  MRF Contract                        4,922,927         5,061,183                         5,061,183               138,256       2.81%
  Pelletizer Fee                              -           742,413                           742,413               742,413          N/A
  Mandatory Collection               27,326,181                            42,746,731    42,746,731            15,420,550      56.43%
Total Operating Expenses          $ 127,288,142    $ 107,968,735     $     42,746,731 $ 150,715,466        $   23,427,324      18.40%
Net Operating Income              $ 72,826,429     $ 96,839,985      $    (10,598,209) $ 86,241,776        $   13,415,347      18.42%

Non-Operating Expenses:
  Debt Service Expense            $ 41,683,402     $  59,243,488                       $ 59,243,488        $   17,560,086       42.13%
  Subordinated Debt                   5,999,790        6,500,000                           6,500,000              500,210        8.34%
  Renewal & Replacement              30,260,800       35,159,245                          35,159,245            4,898,445       16.19%
  Capital Improvement                 2,859,720          733,780                             733,780           (2,125,940)     -74.34%
Total Non-Operating Expenses      $ 80,803,712     $ 101,636,513 $                  - $ 101,636,513        $   20,832,801       25.78%
Net Change in Reserves:           $ (7,977,283)    $  (4,796,528) $       (10,598,209) $ (15,394,737)      $    2,594,523      -32.52%
  Operating Reserve               $ 1,172,685      $   1,247,439                       $ 1,247,439         $       74,754        6.37%
  L/F Mgt. Escrow                           -                -                                   -
  Reserve for Collection              1,627,958                           (10,598,209)   (10,598,209)          (12,226,167)   -751.01%
  General Reserve                   (10,777,926)       (6,043,968)                  -     (6,043,967)            4,733,959     -43.92%
Debt Service Coverage *                                   147.30%

                                                   * Net Operating Income                     96,839,985
                                                   Debt Service Expense                       65,743,488




                                                          37
                                                      Budget Comparisons
                                                                                                                 2007/08          2008/09
                                                       2004/05                2005/06          2006/07         Ame nde d         Adopte d
                                                        Actua l                Actua l          Actua l          Budge t          Budge t
Re ve nue s:

Special Assessment                             $ 95,375,081          $ 106,884,509       $ 129,644,907    $ 127,778,793      $ 163,614,410
Tipping Fees                                     28,694,810             30,645,215          23,082,103       26,099,544         26,105,530
Electric Sales                                   22,010,248             23,130,119          25,108,930       25,087,507         27,778,575
Recycling Revenue                                12,265,531             12,152,634          14,171,663       11,136,464         12,859,369
Other Revenues:
   Lease Income                                        373,857                 498,857          499,490          487,957          457,067
   C.O. Billing                                        522,618                 738,981          554,379          525,000          530,000
   Compost Sales                                        52,197                  46,225           45,079           60,000              -
   CESQG Revenue                                        14,565                  16,701           19,188              -                -
   Permit Application Fees                              18,000                  17,000           17,000           16,000           14,000
   County Cleanup Offset                                51,603                  28,759           13,596              -                -
   Miscellaneous Revenue (1)                           660,843               3,521,590        5,371,978              -                -
Compost Contract                                       931,514                 912,494          865,814        1,197,600        1,196,500
Enterprise Contracts:
   Franchise Hauler Fees                               924,803              956,549           1,043,020          725,706        1,401,791
   W ellington CIS Contract                             28,079                  -                   -                -                -
   Grants                                            1,569,261                  -                   -                -                -
Interest Income                                      7,498,115           11,756,327          11,824,142        7,000,000        3,000,000
Tota l Re ve nue s                             $ 170,991,123         $ 191,305,962       $ 212,261,290    $ 200,114,571      $ 236,957,242


Ex pe nse s:

Operating Expenses                                 43,439,936            48,315,351          50,718,019       60,815,171       65,004,313
NCRRF Fee                                          30,834,884            28,247,665          31,672,624       34,275,863       37,160,826
MRF Contract                                        4,256,225             4,233,503           4,401,392        4,922,927        5,061,183
Pelletizer Fee                                            -                     -                   -                -            742,413
Enterprise Contracts & Grants                          (9,302)                  -                   -                -                -
Collection Contracts & Expenses                    23,641,736            24,706,153          26,445,482       27,326,181       42,746,731
Tota l Ope ra ting Ex pe nse s                 $ 102,163,479         $ 105,502,672       $ 113,237,517    $ 127,340,142      $ 150,715,466


Debt Service Expense                           $ 40,249,820          $ 40,246,920        $ 40,249,064     $ 41,683,402       $ 59,243,488
Subordinated Debt                                       -                 814,382              52,152        5,999,790          6,500,000
Renewal and Replacement                          10,005,036            12,503,909          25,987,378       42,060,623         35,159,245
Capital Improvement                               4,182,914             2,876,839           4,125,808        6,151,302            733,780
Tota l Non-Ope ra ting Ex pe nse s             $ 54,437,770          $ 56,442,050        $ 70,414,402     $ 95,895,117       $ 101,636,513


Tota l Ex pe nse s                             $ 156,601,249         $ 161,944,722       $ 183,651,919    $ 223,235,259      $ 252,351,979


Ne t Cha nge in Re se rve s                    $ 14,389,874          $ 29,361,240        $ 28,609,371     $ (23,120,688) $ (15,394,737)


Cha nge in Re se rve s:
 Operating Reserve                             $    1,365,596        $      467,695      $    1,402,260   $     1,172,685        1,247,439
 Reserve for Collection                               350,050             9,337,600          14,795,013         1,627,958      (10,598,209)
 General Reserve                                   12,674,228            19,555,945          12,412,099       (25,921,330)      (6,043,967)



   (1) Miscellaneous revenue includes the disposal (sale) of fixed assets.




                                                                             38
                                           Revenue Profile
                                            Special Assessment:
The Authority anticipates 69% ($163,614,410) of its total revenues to be collected through a non-ad
valorem special assessment that is included on the annual tax bill of Palm Beach County property owners.
The special assessment consist of two components, (1) Waste Disposal for all improved properties
throughout the county, (2) Waste Collection for all residential properties in the unincorporated areas of
Palm Beach County. The assessment for disposal is further subdivided into residential and commercial
fees.


                                    FY 04/05         FY 05/06        FY 06/07           FY 07/08         FY 08/09
Account Description                   Actual           Actual          Actual            Budget           Budget
 Special Assessment           $ 95,375,081     $106,884,509      $ 129,644,907      $ 127,778,793    $ 163,614,410




                             Special Assessment Revenue
           ($000)

         $180,000

         $160,000

         $140,000

         $120,000

         $100,000

          $80,000

          $60,000

          $40,000

          $20,000

               $-
                     04/05 Actual     05/06 Actual    06/07 Actual   07/08 Budget     08/09 Budget




                                      Waste Disposal Assessment:
Residential:
The first component of the special assessment is levied on all improved properties for waste disposal.
The residential fees are based on the classification of the property (single family, multi-family, or mobile
home) and the estimated quantity of waste generated by the class of residence as determined by waste
generation studies conducted by the Authority with the cooperation of the franchise haulers and several
municipalities. Once the category amounts are determined they are marked up for discounts that are
offered through the tax bill if paid early along with a markup for errors and corrections.
As reflected on the residential rate comparison chart (see page 40), the Authority conducted a Residential
Rate Generation Study during fiscal year 1998. Starting in fiscal year 1999 as a result of that study, rates
for single family residents were significantly reduced until FY 2007. As mentioned in the Budget
Message, assessment rates were required to be raised starting in FY 2007 to fund the debt service for the
major capital projects.


                                                       39
                                                       Revenue Profile

The tables below show the calculation for the fiscal year 2008/09 residential assessments for disposal and
some historical data.
                                                Residential Rate Calculation
                               Single Fam ily     Mobile Hom e          Multi-Fam ily <5     Multi-Fam ily >4      Governm ental           Totals
# of Units                             289,821             19,031                  98,647             236,530                73,400            717,429
Tons/Unit Gar. Trash (1)                  1.09               1.09                    0.71                  0.71
Tons/Unit Vegetation                      0.85               0.58                     -                     -
Total Tons/Unit                           1.94               1.67                    0.71                  0.71
Total Tons Gar. Trash                  315,306             20,704                  70,041             167,941                73,400            647,392
Total Tons Vegetation                  246,348             11,038                     -                     -                   -              257,386
% of Total Gar. Trash                   25.22%              1.66%                   5.60%                 13.44%              5.87%             51.79%
Debt Service Assessment       $    16,583,439     $     1,088,946       $     3,683,801     $        8,832,802     $       3,860,458   $   34,049,446
Operating Assessment               20,686,527           1,358,374             4,595,250             11,018,222             4,815,615       42,473,988
Vegetation Assessment               6,158,696             275,950                   -                      -                     -          6,434,646
Assessm ent Revenue           $    43,428,662     $     2,723,270       $     8,279,051     $       19,851,024     $       8,676,073   $   82,958,080
Net Assessm ent Rate          $         149.85    $        143.10       $           83.93   $             83.93    $         118.20
Gross Assessm ent Rate        $         156.00    $        149.00       $           87.00   $             87.00    $         118.00



    1.   All Multi-Family units are assessed the same rate based upon the weighted average tons of both categories determined by multiplying
         the units in each class by their respective generation factor and then dividing by the total number of multi-family units.



                                              Residential Rate Comparison


                                        FY 03           FY 04               FY 05           FY 06           FY 07           FY 08          FY 09

Single Family                      $      104      $      104       $        104     $       104      $         122    $      126      $    156
Multi-Family (2-4 units)           $       53      $       53       $         53     $        53      $          65    $       68      $     87
Multi-Family (>4 units)            $       53      $       53       $         53     $        53      $          65    $       68      $     87
Mobile Homes                       $       97      $       97       $         97     $        97      $         115    $      119      $    149




Commercial:
Commercial properties are assessed a base facility charge (equal to their share of debt service and fixed
costs) for disposal services. The balance of the costs associated with commercial waste generation is
recovered by tipping fees. The assessment charge is on a square foot basis in three broad categories
designed to reflect high, medium and low waste generation characteristics of commercial enterprises.
In addition there are two special categories: Non-generators (entities that can annually prove their
property does not generate waste) and agriculture. Waste generation characteristics are determined by
periodic studies. These studies are performed to measure the average generation of a classification of
business (i.e., retail store, hotel or restaurant) to determine which of the three categories (high, medium or
low generator) they are in for assessment purposes and the cost per square foot for each category. The
rates for the last six fiscal years plus the next fiscal year are compared in the following table.



                                                                    40
                                              Revenue Profile
                                        Commercial Assessment (cont.):
                                      Base Facility charge (per square foot)
                                     FY 03      FY 04         FY 05      FY 06      FY 07      FY 08   FY 09
Low Generator               $0.033    $0.033    $0.033    $0.033    $0.046    $0.049    $0.068
Medium Generator             0.088     0.088     0.088     0.088     0.123     0.132     0.181
High Generator               0.477     0.472     0.472     0.470     0.656     0.702     0.967
Non-Generator                0.011     0.011     0.011     0.011     0.011     0.011     0.011
Agriculture             $400/Year $400/Year $400/Year $400/Year $400/Year $400/Year $400/Year
Tipping Fees (per ton):
Garbage Trash              $28.00    $28.00    $28.00    $28.00    $28.00    $28.00    $35.00


                                             Commercial Revenue Split
                         ($)
                      60,000,000

                      50,000,000

                      40,000,000

                      30,000,000

                      20,000,000

                      10,000,000

                                 -




                                               Tipping Fees     Assessment


The fiscal year 2008/09 Budget reflects a decrease ($ 3,284,585 or 6.17%) in total commercial revenue
from the previous fiscal year budgeted amount (see table below). In calculating the assessment revenue,
total tonnages are determined using the generation study times the unit count and then distributed
(residential vs. commercial) by their pro rata share of total garbage and trash In doing this, the allocation
of required assessment revenue is determined. For FY 2008/09 estimated total tonnages used to calculate
residential and commercial assessment is down 50,000 (26,460 residential & 23,540 commercial). As
shown in the chart below, commercial assessment revenue is down while tipping fee revenue is up chiefly
due to the increase in the tipping fee rate for garbage and trash (see Tipping Fees discussed later in this
section). The graph above and the chart below illustrate the relationship between commercial
assessment and their related tipping fees for the last six years and those estimated for next fiscal year.


              Fiscal Year      Assessment % of Total          Tipping Fees % of Total         Total
                 02/03          20,804,650  56.89%             15,764,141    43.11%     36,568,791
                 03/04          22,003,709  56.87%             16,685,488    43.13%     38,689,197
                 04/05          22,323,404  56.91%             16,901,456    43.09%     39,224,860
                 05/06          23,025,044  57.07%             17,318,477    42.93%     40,343,521
                 06/07          32,371,816  63.89%             18,295,395    36.11%     50,667,211
                 07/08          35,707,858  67.08%             17,525,883    32.92%     53,233,741
                 08/09          28,863,903  57.79%             21,085,254    42.21%     49,949,156




                                                          41
                                            Revenue Profile
                                        Waste Collection Assessment
This component of the special assessment is the collection fee that is included on the tax bills for
residential properties within the unincorporated area of the County. The revenues are deposited into the
Mandatory Collection Fund.
The Mandatory Collection Fund is a separate and distinct enterprise from the disposal operation and
exists for the sole purpose of accounting for the revenues and expenses for the collection of solid waste
and recyclables within the eleven (11) districts in the unincorporated area of the county. Residential
property owners in the unincorporated areas of Palm Beach County receive mandatory solid waste and
recycling collection service. Commercial properties are currently provided solid waste collection under
the mandatory program while recycling is being strongly promoted on a voluntary basis. The residential
services are paid for through the special assessment as a pass through of the waste collection and
customer service costs.
Due to the substantial variety of collection options available to commercial customers, their collection
fees are paid directly to the franchise haulers based upon the prices awarded through a competitive bid.
The residential collection assessments include:
       The annual fee for the contracted waste haulers based on the type of services received; curbside
        or containerized.
       A fee for billing and collection services assistance ($8.40 per year).
       An application (credit) of reserve funds ($22.5 million) that included additional FEMA
        reimbursement for Hurricane Wilma. This credit was based on $12 million for FY 2009 and
        proportionally allocated by the total forecasted revenue per district.
These fees are added together and then marked up 4% for the anticipated discounts for early payment
offered on the tax bill and an allowance for errors and corrections. The commercial services are paid for
directly by the customer to the haulers at the rates bid and awarded. Therefore, the revenues and expenses
associated with the commercial services are not included in the budget. For examples of fee calculations
and detailed schedules of the Mandatory Collection Fund, see the Expense Profile section (page 67).
As was discussed in the Budget Message, the collection rates for Fiscal Year 2008/09 are based on year
one of a five year contract for residential and commercial collections. Staff recommended and the Board
approved using a declining scale over the life of the contract as the preferred method of application of
reserve funds to offset the impact of the higher rates. A comparison of the residential rates during the
last three fiscal years is illustrated with the chart below.


                                              Residential Rates
                                   Curb side ($)                             Container ($)
        District FY 05/06       FY 06/07 FY 07/08 FY 08/09 FY 05/06       FY 06/07 FY 07/08       FY 08/09
          1           166            171      129      210         56           57       62            73
          2           159            164      123      249         40           41       46            53
          3           130            134       91      126         52           55       59            39
          4           129            132       89      121         59           61       66            46
          5           139            142      100      102         50           51       56            56
          6           149            153      110       79         41           42       46            56
          7           163            167      126      136         40           41       45            39
          8           309            353      318      271         42           44       48            59
          9           282            293      257      351        109          113      121           123
          10            0              0        0      175          0            0        0             51
          11                0          0        0      100            0          0            0         56


                                                      42
                                               Revenue Profile
                                           Waste Collection Assessment


                                                 Commercial Rates


                      Standard Container                                              Com pactor
                           (per cu. yd.)                     FY 06/07                   FY 07/08                   FY 08/09
                                                      0-12 Cu.Yd. >12 Cu. Yd. 0-12 Cu.Yd. >12 Cu. Yd. 0-12 Cu.Yd. >12 Cu. Yd.
  District      FY 06/07    FY 07/08       FY 08/09   (per cu.yd.   (per pull)   (per cu.yd.   (per pull)   (per cu.yd.   (per pull)
             1 $    1.03   $      1.08     $   4.43   $     1.29    $   119.40   $     1.35    $   125.26   $     5.54    $   225.00
             2 $    1.04   $      1.09     $   2.50   $     1.30    $   153.24   $     1.36    $   160.52   $     3.13    $   210.00
             3 $    1.74   $      1.83     $   1.09   $     2.18    $    98.95   $     2.28    $   103.54   $     1.36    $   125.00
             4 $    1.41   $      1.47     $   0.93   $     1.76    $    98.85   $     1.83    $   103.53   $     1.16    $   175.00
             5 $    1.10   $      1.15     $   5.69   $     1.37    $   106.19   $     1.43    $   111.41   $     7.11    $   225.00
             6 $    1.23   $      1.29     $   5.69   $     1.55    $   105.77   $     1.62    $   110.50   $     7.11    $   225.00
             7 $    0.93   $      0.97     $   1.78   $     1.16    $   109.38   $     1.23    $   114.60   $     2.23    $   225.00
             8 $    1.43   $      1.50     $   2.40   $     1.79    $   143.08   $     1.88    $   149.89   $     3.00    $   249.00
             9 $    2.19   $      2.28     $   5.00   $     2.74    $   164.23   $     2.87    $   172.06   $     6.25    $   199.00
             10 $    -     $       -       $   2.57   $      -      $      -     $      -      $      -     $     3.21    $   225.00
             11 $    -     $       -       $   5.69   $      -      $      -     $      -      $      -     $     7.11    $   225.00




                                                 Tipping Fees
                                           FY 04/05     FY 05/06     FY 06/07     FY 07/08     FY 08/09
Account Description                          Actual       Actual       Actual       Budget       Budget
Garbage & Trash                        $ 20,335,832 $ 19,055,215 $ 15,336,756 $ 17,532,144 $ 21,091,280
Building Demo/Land Clearing               5,886,816    8,466,991    5,631,849    5,625,000    3,375,000
C/D - Recycling Residue                       4,268          412          153            -            -
Tires                                       311,805      291,499      339,961      123,500      335,350
Non-Residential Vegetation                  978,510    1,291,248      544,455    1,500,000            -
Special Waste - Class A                     109,079      408,507      287,962      195,000      195,000
Dewatered Sludge                          1,061,464      996,088      936,649    1,108,900    1,108,900
Leachate                                          -       21,539            -            -            -
Special Waste - Class B                       7,037      113,716        4,317       15,000            -
Total Tipping Fees                     $ 28,694,811    $ 30,645,215     $ 23,082,102        $ 26,099,544    $ 26,105,530


Tipping fee revenues are received from waste haulers based on the type and weight of the loads delivered
to Authority facilities. Tipping Fee revenues of $26,105,530 for FY 2008/09 represents a minimal
($5,986 or 0.002%) increase compared to the FY 2007/08 Budget. The minor change is a result of a
decrease in anticipated tonnage (approximately 109,000 tons or 42.9%) and increase in some tipping fee
rates.
The minor increase in tipping fee revenue is the result of: (a) decrease in commercial garbage and trash
tonnages (23,540) (b) decrease in building /land clearing debris tonnage (50,000 tons); (c) we anticipate
60,000 decreased tons over the residential credit given to franchise haulers delivering clean loads of
vegetation from the unincorporated areas of the county; (c) increase in truck and passenger tire tonnage
(1,115); (d) increase in the tipping fee for commercial garbage and trash. (See charts and graphs above
and on the next page).
                                                     43
                              Revenue Profile
                               Tipping Fees (cont.):



                              Tipping Fee Revenue
                        Other Tipping Fees        Garbage & Trash

$35,000,000

$30,000,000

$25,000,000

$20,000,000

$15,000,000

$10,000,000

 $5,000,000

        $-




                             Tipping Fees (per ton):
                                        2005/06 2006/07          2007/08       2008/09
     Description                        Adopted Adopted          Adopted       Adopted

     Garbage & Trash Tip Fees:
      Out of County                     $ 66.00    $ 66.00   $    82.00    $    86.00
      Commercial                          28.00      28.00        28.00         35.00

     Other Tipping Fees:
      Building Debris - Land Clearing    40.00       45.00        45.00         45.00
      C/D Recycling Residue              28.00       28.00        28.00         28.00
      Restricted Use Fill                 4.00        4.00         4.00          4.00
      Tires:
        Whole (passenger)               175.00      190.00       190.00        190.00
        Whole (truck)                   175.00      190.00       190.00        190.00
        Shredded (6" pieces)             25.00       25.00        25.00         25.00
      Special Waste - Class A            65.00       65.00        65.00         65.00
      Special Waste - Class B           150.00      150.00       150.00        150.00
      Vegetation Only                    25.00       25.00        25.00         25.00
      White Goods                        10.00       10.00        10.00         10.00
      Trailer (Mobile Home & RV's)       90.00       90.00        90.00         90.00
      Minimum Charge (each)               2.00        2.00         2.00          2.00




                                          44
                                             Revenue Profile

                                                  Electric Sales
                                  FY 04/05            FY 05/06          FY 06/07            FY 07/08         FY 08/09
Description                         Actual              Actual            Actual             Budget           Budget
Electric Sales           $      22,010,248    $    23,130,119    $   25,108,930     $    25,087,507    $   27,778,575


The Authority has an agreement with Florida Power and Light Company (FPL) to purchase the electricity
generated by the North County Resource Recovery Facility (NCRRF). FPL purchases all energy in
excess of the Authority’s internal consumption. Revenues for FY 2008/09 are budgeted to be
$27,778,575. This is an increase of $2,691,068 (10.7%) over the FY 2007/08 budgeted revenue. The
Authority is forecasting 860,000 tons will be processed (no change in the throughput) at the NCRRF. It is
anticipated that the NCRRF will continue to run above capacity; therefore, the majority of the increase in
revenue is anticipated to come from the unit energy portion and the increase in capacity charges of the
payment for Fiscal Year 2008/09.
Electric sales are based on the purchase of firm capacity and energy. The Authority is paid 90% of the
lesser of an hour-by-hour comparison of (a) fuel component of FPL as-available avoided cost and (b) unit
energy cost. In April of each year, a price escalator for increased capacity charges in the FPL contract
commences.




                                              Electric Sales

    ($000)

   $30,000
   $25,000
   $20,000
   $15,000
   $10,000
    $5,000
        $-
                 04/05 Actual     05/06 Actual       06/07 Actual    07/08 Budget       08/09 Budget




                                                       45
                                                   Revenue Profile
                                                   Recovered Materials


                                         FY 04/05    FY 05/06    FY 06/07    FY 07/08    FY 08/09
                                          Actual      Actual      Actual      Budget      Budget
    Paper            $                 6,282,791 $ 5,701,911 $ 7,520,031 $ 6,415,450 $ 7,243,584
    Aluminum                           1,193,025   1,392,087   1,455,058   1,139,875   1,209,780
    Plastic                            1,860,930   1,984,088   2,171,816   1,854,893   2,254,043
    Corrugated Paper                   1,777,559   1,445,493   1,808,241   1,657,596     887,827
    Ferrous                            1,111,195   1,599,597   1,179,910      23,093   1,219,289
    Glass                                40,031            29,458            36,607            45,557           44,845
    Total                    $        12,265,531     $12,152,634        $ 14,171,663      $11,136,463      $ 12,859,368



The most unpredictable of the Authority’s revenue sources is the revenue generated from the sale of
recycled (recovered) materials. The chart and graph on this page illustrate the fluctuations of this revenue
source. We are projecting approximately ($1,723,000 or 15.4%) increase from the Adopted FY 2007/08
budget. The major increase in revenue is from ferrous due to the error in not including the ferrous
recovered from the NCRRF. Additional increase in revenue is due to anticipated escalating market prices
for the commodity sales while our anticipated tonnages will slightly decrease (10,397 tons or 8.4%). For
example, we are forecasting newsprint to increase from $84.25 to $99.02 per ton; mixed paper to increase
from $55.50 to $59.30 per ton; and aluminum cans to increase from $1,375.00 to $1,410.00 per ton.
During fiscal year 1998/99 when market prices slumped and material demands decreased the Authority
negotiated new contracts with material purchasers. These contracts included a floor price (guaranteed
minimum price) on the commodities sold. However, since China has entered the market scene with their
increase in demand for recycled materials, prices have steadily increased for some commodities
(especially paper). Consequently, the Authority based its estimates on continued increase in market
prices while tonnages remain somewhat flat or slightly decrease.



                                          Recovered Materials Revenue
                       Glass            Ferrous      Plastic     Aluminum         Corrugated       Paper


               Budget 08/09


               Budget 07/08


                Actual 06/07


                Actual 05/06


                    ($000)       $-       $10      $20     $30        $40   $50     $60      $70     $80




                                                                 46
                                         Revenue Profile
                                    Recovered Materials (cont.):
The revenue received from recovered materials varies monthly depending on Market price and
availability. The following chart indicates the anticipated tons and budgeted prices for recovered
materials based on forecasted prices.


                                                  Quantity     Revenue
                         Description               (Tons)      Per Ton            Revenue
                  RMFR Processed Materials:
                  Paper:
                     Newsprint #8                   56,831     $     99.02    $ 5,627,282
                     Newsprint #8 Spot                   0             -              -
                     Mixed Paper                    11,583           59.30        686,872
                     Old Telephone Books                 0             -              -
                     Magazines                           0             -              -
                     Aseptic Containers                  0           35.00            -
                  Sub-total                         68,414                    $ 6,314,154

                  Glass:
                     Glass -   Clear                 1,573     $     20.18    $      31,743
                     Glass -   Brown                   924           14.18           13,102
                     Glass -   Green                 2,680             -                -
                     Glass -   Mixed                11,072             -                -
                  Sub-Total                         16,249                    $      44,845

                  Aluminum:
                     Aluminum Cans                       858       1,410.00   $ 1,209,780
                  Sub-Total                              858                  $ 1,209,780

                  Plastic:
                     Plastic - Pete                   2,773    $    401.00    $ 1,111,973
                     Plastic - Natural HDPE             978         579.00        566,262
                     Plastic - Colored HDPE           1,219         432.00        526,608
                     Mixed (1-7)                        492         100.00         49,200
                     Other Plastic                       82            -              -
                  Sub-Total                           5,544                   $ 2,254,043

                     Corrugated                      3,442     $     90.00    $    309,780
                     Ferrous                           720           26.79          19,289
                  Sub-Total                          4,162                    $    329,069
                  Total RMRF Revenue                95,227                    $ 10,151,891

                  Non - RMRF Materials:
                      Ferrous (DJJ)              1,200,000     $      1.00    $ 1,200,000
                      Sorted White Ledger
                      Mixed Paper - CMRF             7,060 $         55.50    $    391,830
                      Corrugated -CMRF              11,000           90.00         990,000
                      Office Waste/Shreds            3,840          140.00         537,600
                      Commercial Rev. Share         (4,500)          91.55        (411,954)
                  Total Non-RMRF Revenue                                      $ 2,707,477
                  Net Recovered Materials        1,312,627                    $ 12,859,369




                                                    47
                                           Revenue Profile
                                             Contract Revenue
                                   FY 04/05    FY 05/06    FY 06/07    FY 07/08    FY 08/09
                                     Actual      Actual      Actual      Budget      Budget
 Compost Contract               $   931,514 $   912,494 $   865,814 $ 1,197,600 $ 1,196,500
 Franchise Fees                     924,803     956,549   1,043,020     725,706   1,401,791
 Lease Contracts                    373,857     498,857     499,490     487,957     457,067
 Wellington CIS Contract             28,079         -           -           -           -
 Total                          $ 2,258,253 $ 2,367,900 $ 2,408,324 $ 2,411,263 $ 3,055,358

Compost Contracts:
The Authority has contracts with Palm Beach County and the City of West Palm Beach to process their
wastewater sludge materials at the Compost Facility. Estimated revenues from these contracts are
$1,196,500, a decrease from the previous fiscal year of $1,100 (0.09%).
Franchise Hauler Fees:
The Authority anticipates receiving $1,401,791 in franchise hauler fees. These fees are based upon 3% of
the franchise haulers’ gross income in their respective district(s). This revenue is normally reserved for
future unscheduled events or to offset future rate increases.
Lease Revenue:
During fiscal year 1995/96 the Authority entered into a three party land exchange with the South Florida
Water Management District (SFWMD) and the Stofin Company, Inc. acquiring a 1600 acre western site.
This property has a land use lease agreement that will generate approximately $268,000 annually. The
principal purpose of this lease is to provide for maintenance of the land by the lessee until the property is
developed and operated by the Authority. In 2002, the Authority renegotiated their ten year contract with
Trademark Metals Recycling, LLC (formally known as David J. Joseph) to include approximately
$80,000 annually for use of the Authority’s owned Ferrous Processing Facility. The Authority also has
land use agreement with 301 Associates; a recycling materials processing company, for leasing part of the
closed Cross State Landfill (approx. $99,000). The remainder of the annual lease income (approx.
$11,000) is for cellular and other communication companies for dish space on the NCRRF smokestack.



                                              Contract Revenue
                       Compost Contract   Franchise Fees        Lease Contracts   Wellington CIS Contract


                $1,600,000
                $1,400,000
                $1,200,000
                $1,000,000
                  $800,000
                  $600,000
                  $400,000
                  $200,000
                         $-




                                                           48
                                         Revenue Profile
Contract Revenue (cont.)
Wellington Billing and Customer Information Services:
The Authority had an inter-local agreement with the Village of Wellington to provide billing and
customer information services to their residents for solid waste collection services provided by their
contract hauler. The contract expired in FY 2004/05 and the Village decided not to renew the contract.
                                             Other Revenue
                                   FY 04/05       FY 05/06        FY 06/07        FY 07/08   FY 08/09
                                     Actual         Actual          Actual          Budget    Budget
CO Billing                     $    522,618 $      738,981 $       554,379 $       470,000 $ 530,000
Compost Sales                        52,197         46,225          45,079          50,000          -
CESQG Fees                           14,565         16,701          19,188          26,000        -
Permit Application Fees              18,000         17,000          17,000          16,000    14,000
County Cleanup Offset                51,603         28,759          13,596             -          -
Total                          $    658,983 $      847,666 $       649,242 $       562,000 $ 544,000

Certificate of Occupancy Billing Revenue (CO):
The Authority has projected that $295,000 will be collected through Palm Beach County’s Building
Department for disposal fees and $235,000 for collection fees on new construction. The fees are collected
as a condition for issuance of a Certificate of Occupancy (CO). These properties would not otherwise be
charged for these services received for a period of time that could be as long as 22 months.
Compost Sales:
The Authority has entered into a contract giving a firm the exclusive right to market and distribute the
compost generated at the Compost Facility. Due to the uniqueness of this type of material, markets for
the sale continue to be slow in developing. Due to the decline of sales and the anticipated increase use of
waste water sludge at the new Pelletization facility schedule to open in 2009, no revenue was forecasted
for FY 2009.
Conditionally Exempt Small Quantity Generator (CESQG) Revenue:
The Authority expects to receive limited revenues generated by the CESQG program. This program
provides hazardous waste disposal services to small business, local governments and other entities in
Palm Beach County. Because of anticipated decrease usage of this program, the Authority did not budget
for fees from this small revenue source.
Permit Application Fees:
The Authority is responsible for inspecting and the issuing of operating permits for building debris/land
clearing material recycling facilities within Palm Beach County. With each application for a new facility
or the renewal of an existing permit, the Authority collects an application fee to offset administrative and
operational cost. The Authority anticipates receiving $14,000 in Permit Application Fees.
County Cleanup Offset:
The Authority has joined forces with other local agencies for the litter abatement program entitled Keep
Palm Beach County Beautiful. Operating costs for the program include the payment of tipping fees for
the disposal services of materials collected. The Authority is required by its Trust Indenture to collect
fees (assessment or tipping) for all disposal services rendered. Due to some uncertainty of the total
participation in the program for next fiscal year, the Authority decided to not budget any revenue from
this source.

                                                     49
                                              Revenue Profile
Other Revenue (cont.)



                                                     Other Revenue
                 CO Billing   Compost Sales     CESQG Fees        Permit Application Fees   County Cleanup Offset




                              $-              $200            $400               $600           $800 ($000)




                                                 Interest Income
The majority of the Authority’s invested funds contribute interest earnings to the Revenue Fund. The
balance of earnings remains in the collection, construction and escrow accounts in accordance with the
Trust Indenture. The Authority has a very conservative investment policy that is established in
conformity with the Trust Indenture and state law. Due to the economic recovery and interest earnings on
additional funding for future projects and reserves, the Authority forecasted interest income to be
$3,000,000 for FY 2009 (a budgeted decrease of $4 million or 57.1%).



                                                     Interest Income
           $12,000,000

           $10,000,000

            $8,000,000

            $6,000,000

            $4,000,000

            $2,000,000

                    $-




                                                             50
                                         Expense Profile
                                            Operating Fund:
Positions Changes
The 2008/09 Position Summary by Departments (See page 74) and Position Comparison (this page)
shows no increase of regular status and a re-approval of 2 temporary status positions from the fiscal year
2007/08 Amended Budget. When new positions are approved for inclusion in the budget, they represent
an ongoing cost to the Authority that must be budgeted for the current year as well as in the future years.
For that reason, before a new position is recommended for funding, care is taken to be sure that the
position is justified. The Authority’s preferred methodology is to use unfilled positions rather than add an
additional position. From fiscal year 97/98 to 04/05 the authority had held the growth of positions.
However, due to the increase in tonnages handled for disposal, it became cost effective to increase the
number of positions.
                                         Position Comparison
                                                              Regular               Total
              Description                                      Status Temporary Positions

              Fiscal Year 2007/08 Amended Budget:
               Office of Executive Director                          9                      9
               Administration                                       65           2         67
               Finance                                             103                    103
               Operations                                          260                    260
              Fiscal Year 2007/08 Amended Budget:                  437           2        439

              Fiscal Year 2008/09 Proposed Budget:
               Office of Executive Director                          9                      9
               Administration                                       64            2        66
               Finance                                             102                    102
               Operations                                          262                    262
              Fiscal Year 2008/09 Proposed Budget:                 437           2        439



                                                Additions:
As indicated above, the Authority is adding no new regular status positions for fiscal year 2008/09. Two
temporary positions have been authorized to be funded for the next fiscal year. The policy of the
Authority is that all temporary positions expire at the end of the fiscal years. Current temporary positions
required for the new fiscal year must be re-approved.

                                            Change in Total Positions

               500

               450

               400

               350

               300

               250

               200




                                                     51
                                         Expense Profile
                                            Operating Fund:

                                       Personal Services Expense
                FY 08/09 Budget

                                                                        $34,617,392
                FY 07/08 Budget
                                                                     $34,430,797
                FY 06/07 Actual

                                                                     $31,279,415
                FY 05/06 Actual
                                                                 $28,965,506
                FY 04/05 Actual
                                                               $27,427,946



Personal Services (Wages, Employer Payroll Taxes and Fringe Benefits):
The total personal services budget of $34,617,392 represents 53.2% of the Authority’s Operating
Expenses of $65,004,313 (see page 37). The personal service budget includes salaries for 437 full time
and 2 temporary positions with related employer paid taxes and fringe benefits. Fringe benefits with a
monetary value include health, life, disability, and dental insurance, participation in the Florida State
Retirement System, and sick and vacation pay.
The Authority’s personal services budget has minimally increased by $296,595 (0.8%). The increase is
the net effect of following factors.
       Included is the reclassification of 19 positions and these changes are estimated to cost
        approximately $30,000.
       The Authority like other government agencies faces the ever-increasing premiums of health
        insurance. To combat this increase, the Authority joined an inter-agency consortium health
        insurance group. The estimated increase in life and health insurance for this fiscal year is
        $1,026,000 (18.7%). However, the consortium will be applying a credit to all the participants
        from the reserves, and the Authority’s share will be approximately $687,000. Thus making the
        increase approximately $340,000 (6.2%).
       Effective with the beginning of the fiscal year (October 1st), the Authority’s Governing Board
        approved a 2.5% cost of living adjustment to be distributed to all eligible employees
        (approximately $382,000). No other changes in personnel benefits have been included in the
        budget.
       Utilization of overtime indicates a decrease of approximately $422,000 (20.6%). This decrease is
        attributable to the anticipated decrease in tonnage to be handled for next fiscal year.
       The Florida State Retirement System’s rate did not change from its current 9.85% of total salaries
        and wages (Senior Management 13.12%). With the increase in regular salaries and decrease in
        over-time pay, that translates to a decrease of approximately $14,000.




                                                     52
                                        Expense Profile
                                          Operating Fund:


                                                   FY 2008       FY 2009    Percent
                                                  Adopted       Adopted    Increase
           Category                                 Budget        Budget (Decrease)
           Salaries                           $ 23,266,665 $ 23,150,381      -0.50%
           Employee Benefits                    11,164,132    11,467,011      2.71%
           Contractual Services                 12,872,829    13,787,765      7.11%
           NCRRF & RMRF Oper. Fees              35,786,915    39,650,801     10.80%
           Repair & Maintenace                   5,325,282     5,509,690      3.46%
           Fuel                                  3,625,000     6,298,438     73.75%
           Tires                                   824,850       775,850     -5.94%
           Supplies                              1,267,968     1,308,793      3.22%
           Insurance                             2,712,361     2,483,187     -8.45%
           Other Expenses                        4,738,248     4,863,384      2.64%
           Contingency                           1,000,000     1,000,000      0.00%
           Admin. Charge Off                    (2,622,289)   (2,326,565)   -11.28%
           Total                              $ 99,961,961 $ 107,968,735      8.01%


Contractual Services:
The Authority’s contractual services budget has increased by approximately $915,000 (7.1%) and is
attributable to the following:
      The contribution the Authority makes for the County’s Hazardous Materials Response Team for
       FY 2009 has an annual inflation factor of 3% ($50,150 increase).
      Anticipated outside legal counsel service will increase $108,000
      An approximate $1million increase in engineering cost associated with assisting staff with
       numerous capital projects.
       Due to the decrease in anticipated tonnages of vegetation, the disposal fees at the western county
       co-generation facility (privately owned) are forecasted to decrease approximately $495,000.
      Due to additional requirements from regulatory agencies (i.e., FDEP, etc.) for landfill gas and
       hydrogeological monitoring, costs for hydrogeological consultant fees and labs fees will increase
       approximately $189,500.
      Other miscellaneous contract and hazardous waste disposal costs are anticipated to increase
       $63,000 for contract adjustments.




                                                   53
                                           Expense Profile
                                              Operating Fund:
Repair and Maintenance:
Repair and Maintenance expense is forecasted to increase by approximately $184,000 (3.5%) due to the
following:
       Repair and Maintenance to facilities is estimated to increase by $182,000 (15.7%) at several
        facilities including Transfer Stations, Compost, and the Administration Building.
       Repair and Maintenance for equipment at the Compost Facility and Vegetation Processing
        increased by approximately $31,000 (5.9%).
       Repair and Maintenance for mobile and stationary equipment are estimated to decrease
        approximately $30,000 in anticipation of decreased tonnages processed for disposal.




                                        Operating Expenses
                            FY 06/07 Actual         FY 07/08 Budget       FY 08/09 Budget


             $40,000,000
             $35,000,000
             $30,000,000
             $25,000,000
             $20,000,000
             $15,000,000
             $10,000,000
              $5,000,000
                     $-
                             Salaries    Benefits    Contractual   Repair &   Other Oper.    NCRRF &
                                                        Srvc.       Maint.                  MRF (other
                                                                                              Oper)




Other Operating Expenses:
Other operating expenses that include insurance and supplies are budgeted to increase approximately $2.5
million (26.1%) due to the following:
       Although the Authority negotiates with petroleum supply companies, overall cost of fuel
        (especially diesel) because of market escalation is anticipated to increase approximately $2.6
        million. The Authority calculated diesel cost at 1,250,000 gallons at $4.84 per gallon.
       Fleet, facility and liability insurance premiums are anticipated to decrease approximately $92,000
        (10.6%).
       Other miscellaneous cost including utility (water, sewer, telephone and electric), education and
        safety materials for Authority facilities and staff are estimated to decrease approximately $12,000
        (0.5%).

                                                          54
                                        Expense Profile
                                           Operating Fund:
North County Resource Recovery Facility (NCRRF):
The NCRRF and the RMRF are Authority owned and contractually operated. The NCRRF estimates no
change in throughput of materials from the previous fiscal year budgeted amounts (860,000 tons). The
actual tonnage for fiscal year 2006/07 was approximately 850,671 and forecasted throughput for FY
2007/08 is approximately 850,000. Therefore, the increase to the operator payments ($2,983,217) is the
result of an increase to the contract index (PIAF of 9.4%). The estimated pass-through costs for FY
2008/09 is $98,254. The chart below illustrates the anticipated payments to the operator of the NCRRF
for processing approximately 38% above the operator’s contractual guarantee level.


                      Description                            Tons       Payment
                      Base or Guarantee Level             624,000     $ 20,771,183
                      10% above Guarantee Level            62,400          661,440
                      > 10% above Guarantee Level         173,600      12,414,582
                      Pass Through Cost                       N/A       3,313,621

                      Total Estimated Payment             860,000     $ 37,160,826



Residential Materials Recycling Facility (RMRF):
In fiscal year 1997, the Authority negotiated a new operating contract for the RMRF that contains a Price
Index Adjustment Factor (PIAF). The PIAF for FY 2009 is budgeted at 9.39% as opposed to 1.09% in
FY 2008. In July of 2007 the Authority initiated amendment #1 to the contract that discounted the
operator fee for the use of the optical sorting equipment that results in lowering the labor cost. The
resulting estimated contract price for FY 2009 goes from $43.01 per ton to $47.05. In addition, materials
processed are estimated to increase approximately 1,594 tons resulting in the total operator payment to
increase $137,456 or 2.8% (see chart below).


                       Contract Fee (FY 2007)                     $        45.37
                       Amendment #1                                        41.60

                       Current Fee                                $        43.01
                       Contractual Increase (PIAF)                          4.04
                       New Contractual Fee                        $        47.05

                       Estimated Tons Processed                          107,465

                       Operator Payment (Gross)                   $    5,056,223
                       Commingle Residue Sorts (12)                        3,960
                       Total Operator Fee                         $    5,060,183




                                                   55
                                         Expense Profile
                                           Operating Fund:


Biosolids Pelletization Facility
The Authority contracted with New England Fertilizer Company (NEFCO) for the Design/Construction
and Operations of the Biosolids Pelletization Facility. The Authority anticipates that construction will be
completed and operations started in December of 2008. The Authority has subsequently entered into
inter-local agreements (ILA’s) with four water treatment utilities for their pro-rata portion of the
construction costs and the operating and maintenance (O&M) for biosolids delivered to the facility (see
chart below).


          Utility                                                   Wet Tons/Day % of Total
          Solid Waste Authority (Seacoast Utilities)                           83    20.75%
          Palm Beach County Water Utility District                            110    27.50%
          So. Central Regional Waste Water Treatment Plant                     87    21.75%
          City of Boca Raton                                                   78    19.50%
          Loxahatchee River District                                           42    10.50%
          Total                                                               400   100.00%



The base contract contains a three tiered pricing structure dependent on the amount of biosolids delivered.
In addition the contract includes an annual adjustment to the processing fee based on an agreed upon price
index adjustment factor (PIAF). Added to the contract fee are pass thru cost to make up the total operator
payment. The chart below illustrates the forecasted operator payment and the Authority’s budgeted pro-
rata share.


                          Current Fee (estimated)               $         26.81
                          Contractual Increase (API)                        -
                          New Contractual Fee                   $         26.81
                          Estimated Tons Processed                       91,250
                          Operator Payment (Gross)              $     2,446,413
                          Pass Thru. Cost:
                            Electricity                         $       360,437
                            W/WW                                        157,000
                            Chemical                                     53,573
                            Gas                                         194,362
                            Administration                               25,000
                            Contingency (10%)                           321,109
                          Total Pass Thru. Cost                 $     1,111,481
                          Total Operator Payment                $     3,557,894
                          SWA's Portion (appox. 20.75%)         $       742,413




                                                    56
                                            Expense Profile
                                             Debt Service Fund:


  In order to finance the solid waste system for Palm Beach County, the Authority incurred long term debt
  to be paid over the life of the system. The Authority is authorized to issue revenue bonds pursuant to the
  provisions of Chapter 2001-331, Laws of Florida, Special Acts of 2001, as amended and supplemented.
  The Authority’s bonded indebtedness is secured in part by its ability to levy a non-ad valorem special
  assessment on all improved properties within Palm Beach County. The Authority does not have a legal
  debt limit per se; however, the Trust indenture requires that the Authority establish special assessments,
  tipping fees and other fees, rates and charges to provide net revenues (gross revenue less operating
  expenses) in each fiscal year at least equal to 110% of the annual debt service. The Indenture governs the
  financial structure of the Authority. Bond funds are required to be placed on deposit with the Trustee.
  All disbursements of bond funds are initiated by the Authority, approved by the Consulting Engineer, and
  disbursed by the Trustee.
  Principal and interest on the bonds are paid with the net revenues of the Authority. For fiscal year
  2008/09 the Authority will be making debt service payments on four outstanding bond issues as follows:
  (1) The Refunding Revenue Bonds, Series 1997A outstanding in the amount of approximately $102.8
  million (2) The Capital Appreciation Refunding Revenue Bonds, Series 1998A maturing in the amount of
  $71.8 million (3) Capital Appreciation Improvement Revenue Bonds, Series 2002B maturing in the
  amount of approximately $73.1 million (45) Refunding Revenue Bonds, Series 2004 outstanding in the
  amount of $34.1 million. The total outstanding debt at the beginning of the 2008/09 fiscal year is $280.3
  million. As we discussed in the Budget Message and referenced in the Capital Improvement Plan, the
  Authority is anticipating issuing Improvement Revenue Bonds in the fall of 2008. The debt service
  budget includes ten months of interest and principal draw on the anticipated $360 million debt issuance.
  (See chart below and the graph on the next page)


                                        Debt Service Summary by Series


                              Amount      Outstanding         Principal   Outstanding     Interest        Total
Series                         Issued       9/30/2008         Payment       9/30/2009    Payment       Payment

Refunding Revenue
Bonds, Series 1997A     $ 266,590,000 $ 102,835,000 $ 31,405,000 $ 71,430,000 $ 5,227,950 $ 36,632,950

Refunding Revenue
Bonds, Series 1998A        71,835,000       70,740,000        1,070,000    69,670,000            -    1,070,000

Improvement Revenue
Bonds, Series 2002B        73,855,000       72,720,000                -    72,720,000            -             -

Refund Revenue
Bonds, Series 2004         34,385,000       34,070,000          45,000     34,025,000    1,507,688    1,552,688

Improvement Revenue
Bonds, Series 2008        360,000,000                -        1,000,000   359,000,000   19,500,000   20,500,000

Total                   $ 806,665,000 $ 280,365,000 $ 33,520,000 $ 606,845,000 $ 26,235,638 $ 59,755,638




                                                         57
                                               Expense Profile
                                                 Debt Service Fund


                          Debt Service as a Percentage of Operating Expenses
                                                                                                 56.86%


                 45.82%
                            43.40%      43.86%
                                                   38.79%        37.89%
                                                                          35.03%
                                                                                      32.45%




                  FY 02       FY 03      FY 04      FY 05        FY 06     FY 07       FY 08      FY 09

        NOTE: Operating expenses for fiscal years 02 through 07 are based on actual amounts and fiscal years 08 & 09 are
        budgeted amounts.



On September 2, 1998, the Solid Waste Authority issued $36,405,432 Capital Appreciation Refunding
Revenue Bonds, Series 1998A and $19,170,000 Refunding Revenue Bonds, Taxable Series 1998B for the
purpose of restructuring its outstanding debt in order to provide level debt service through the life of the
bonds and to reduce the annual debt service requirements. The proceeds of these issues were used to
redeem or defease various maturities of the Authority's 1989, 1992 and 1997 Series issues.
On October 30, 2002, the Solid Waste Authority issued $30,560,000 Refunding Revenue Bonds, Series
2002A and $39,869,386.20 Improvement Revenue Bonds, Series 2002B for the purpose of restructuring
its outstanding debt and reducing interest payments over the life of the bonds. The proceeds of these
issues were used to refund a portion the Authority’s Refunding and Improvement Revenue Bonds Series
1992, finance additions and improvements to the Solid Waste System and pay the cost of issuance of this
new series.
On October 1, 2004, the Solid Waste Authority issued $35,385,000 Refunding Revenue Bonds, Series
2004 for the purpose to advance refund the Authority’s Improvement Revenue Bonds, Series 1997B, to
reduce the interest payments over the life of the bonds and to pay for the issuance of this new series.
The acquisition and construction projects for all the bond series mentioned above were budgeted at the
time of the bond issuance. Note: Project budgets are not included in the 2008/09 Adopted Budget.
However, the current bond projects and their estimated uses are listed in the Five Year Capital Plan in the
Capital Budget section. A historical listing of the acquisition and construction projects by bond series and
their approximate budgets are listed in the following tables.




                                                            58
                                              Expense Profile
                                              Debt Service Fund
The Series 1985, 1989, and the 1992 bonds were issued to finance the following completed projects:
                                  PROJECT DESCRIPTION                           AMOUNT
              Acquisition of the South County Site                                $ 32,800,000
              Acquisition of NCRRF Site                                             17,800,000
              North County Regional Landfills                                       13,500,000
              Landfill Closures                                                     10,400,000
              North County Transfer Station                                          9,400,000
              West Central Transfer Station                                          6,600,000
              Central County Transfer Station                                        5,800,000
              South County Transfer Station                                          4,200,000
              NCRRRF Planning & Environmental Assessment                             3,800,000
              Landfill Expansion                                                     2,300,000
              Deposit to Debt Service Reserve                                       12,200,000
              South County Material Recycling Facility                                 980,000
              West County Transfer Station                                           5,500,000
              North County Landfill - Class I Re-design                              2,700,000
              Financial Cost                                                         9,500,000


In 1987 the Authority issued $320,000,000 Fixed Rate Revenue Bonds (Series 1984) to pay for the cost of
acquiring and constructing a resource recovery facility and certain other facilities:
                                  PROJECT DESCRIPTION                           AMOUNT
              North County Resource Recovery Facility (NCRRF)                   $ 212,000,000
              Administration Building                                               5,400,000
              Utilities North County Facility                                      19,400,000
              Hazardous Waste Facility                                                800,000
              Equipment Maintenance Facility                                        4,600,000
              Compost Facilities                                                   15,900,000
              Material Recycling Facility (MRF)                                     7,100,000
              Site Improvements                                                    21,300,000
              Deposit to Debt Service Reserve                                      14,500,000
              Special Assessment Billing Development and Equipment                  2,000,000
              Waste Information Management System and Equipment                       800,000




                                                         59
                                            Expense Profile
                                             Debt Service Fund
In 1997 the Authority issued $33,885,000 Fixed Rate Improvement Revenue Bonds (Series 1997 B) to pay for
the cost of acquisition, construction and improvements as follows:
                                      Project Description                             Amount
                 RMRF Expansion                                                   $    4,700,000
                 NCRRF Warehouse & Other Enhancements                                  2,600,000
                 Landfill Utility Systems & Site Improvements                          1,025,000
                 Compost Facility Improvements                                         5,300,000
                 Yard Waste Processing Facility                                        2,500,000
                 Modifications to the South County Transfer Station                    1,700,000
                 Expansion to the Central County Transfer Station                     16,060,000


In 2002 the Authority issued $39,869,386.20 Fixed Rate Improvement Revenue Bonds (Series 2002B) to pay
for the cost of acquisition, construction and improvements as follows:
                                     Project Description                                 Amount
            Acquisition and Development of Southwest County Transfer Station           $ 22,000,000
            Modification and Expansion of West Central County Transfer Station             5,500,000
            Modification and Expansion of North County Transfer Station                    5,500,000
            Development of Recycling Collection and Storage Facility                       6,000,000
            Financial Cost                                                                   869,386


In 2008 the Authority anticipates issuing $360 million Improvement Revenue Bonds to pay for the cost of
acquisition, construction and improvements as follows:
                                     Project Description                                 Amount
            NCRRF refurbishment and equipment replacement                              $ 200,000,000
            Western Landfill Property                                                     34,000,000
            Hatcher Site (dredge and fill transporting)                                    7,800,000
            Winding Waters (dredge and fill transporting)                                  8,000,000
            Additional Funds for South West County Transfer Station                       31,000,000
            New Mass Burn Plant (WTE) design, permitting & initial construction           22,000,000
            Contingency                                                                   12,400,000
            Note: Bond issuance cost not included




                                                          60
                                  Expense Profile
                                    Debt Service Fund


         Beginning Cash Balance (1)                                                $ 36,382,349



         Interest Deposit Requirements:
           1997 (A) Bonds                          $    4,285,800
           1998 (A) Bonds                                     -
           2002 (B) Bonds                                     -
           2004 Bonds                                   1,507,688
           2008 Bonds                                  19,500,000   $ 25,293,488
         Principal Deposit Requirements:
           1997 (A) Bonds                $ 34,405,000
           1998 (A) Bonds                         -
           2002 (B) Bonds                         -
           2004 Bonds                          45,000
           2008 Bonds                                   1,000,000   $ 35,450,000


         Total Deposit Requirements                                 $ 60,743,488




         Interest Payments:
           1997 (A) Bonds                          $    5,227,950
           1998 (A) Bonds                                     -
           2002 (B) Bonds                                     -
           2004 Bonds                                   1,507,688
           2008 Bonds                                  19,500,000   $ 26,235,638
         Principal Payment:
           1997 (A) Bonds                          $ 31,405,000
           1998 (A) Bonds                             1,070,000
           2002 (B) Bonds                                   -
           2004 Bonds                                    45,000
           2008 Bonds                                   1,000,000   $ 33,520,000


         Total Payments                                             $ 59,755,638


         Ending Cash Balance (1)                                                   $ 37,370,199

(1) Changes in the cash balance are the difference between the monthly deposits
    required by the Trust Indenture and the annual interest and principal payments made
    during the fiscal year. The ending balance is accumulated for the debt service
    payments in fiscal year 2009/10.




                                              61
                                         Expense Profile
                                      Subordinated Debt Fund
The Subordinated Debt Fund is used to provide sufficient funds to meet annual interest and principal
payment requirements for any subordinate indebtedness. In December of 2008 the Authority acquired a
variable interest rate bank loan to finance several of its planned capital projects (see chart below). As
shown below, $6.5 million was budgeted for debt service payments for the subordinated debt. For further
details of these capital projects, see the Capital Improvement section (pp. 145).


                                                                            Estimated
                                                                          Project Cost
                  Relocation of the NMRF                             $     44,300,000
                  Relocation of the Ferrous Processing Facility             8,000,000
                  Relocation of the Landfill Scale Facility                15,000,000
                  Land Acquisition & Fill Excavation (Hatcher)              5,500,000
                  Fill Excavation (Winding Waters)                          7,200,000
                   Total                                             $     80,000,000



                             Loan Amount                     $ 80,000,000
                             Outstanding @ 9/30/2008           76,000,000
                             Principal Payment                  4,000,000
                             Outstanding @ 9/30/2009           72,000,000
                             Interest Payment                   2,500,000
                             Total Payment                   $ 6,500,000



                                       Operating Reserve Fund
The Operating Reserve requirement is established by Section 502 of the Trust Indenture. The purpose of
the Reserve Fund is to ensure that funds are available whenever the money on deposit in the operating
fund is insufficient.
The Trust Indenture states that the reserve requirement will be equal to one-sixth (1/6) of the amount
appropriated by the Authority in the annual disposal budget for operating expenses for the current year.


The 2008/09 reserve requirement calculation is:


                         Operating Expenses                    $   107,968,735

                         Less Exempt Expenses                                -

                         Net Expenses                              107,968,735

                         Reserve Requirements                       17,994,789

                         Less Current Reserve Balance               (16,747,351)

                         Reserve Requirement Increase          $      1,247,439




                                                    62
                                          Expense Profile

                                    Renewal and Replacement Fund




             $45,000,000

             $40,000,000

             $35,000,000

             $30,000,000

             $25,000,000

             $20,000,000

             $15,000,000

             $10,000,000

              $5,000,000

                     $-
                           FY 05 Actual   FY 06 Actual    FY 07 Actual   FY 08 Budget   FY 09 Budget




The Renewal and Replacement Fund is used for extraordinary repairs to or the replacement or renewal of
capital assets of the solid waste system. The Renewal and Replacement Fund for FY 2009 increased
approximately $4.9 million over the adopted FY 2008 Budget or a decrease of approximately $6.9 million
over the amended FY 2008 budget (see graph above). The difference between the amended and adopted
budgets is those capital projects that were incomplete in FY 2007 and brought forward as amendments to
FY 2008. Capital projects for FY 2009 are approximately $28 million that includes the major capital
projects mentioned in the Budget Message of the Western Landfill and construction of additional cells at
the current operating landfill (NCSWDF). Summary and detail schedules along with project descriptions
and operating impacts are available in the Capital Section beginning on page 119.
As in previous years, staff calculated the average annual cost to replace machinery and equipment over
the next five years. This procedure is designed to avoid periodic spikes in the Renewal and Replacement
Fund. This would result in a somewhat level funding as compared to funding based on a list of specific
equipment to be replaced in the budget year. The budget was established at $7.0 million, a decrease of
$0.5 million from the previous fiscal year.




                                                         63
                                         Expense Profile
                                     Capital Improvement Fund
The Capital Improvement Fund is used for additions to the capital assets of the solid waste system.
During 2008/09 the Authority anticipates adding additional equipment at an estimated cost of $122,580
(see Machinery and Equipment Schedule on page 127). In addition, the Authority will be adding to
existing facilities at an estimated cost of $611,200 that include an odor control system for the NCRRF and
additional funding for the Utility and Facility Maintenance storage and office building (see descriptions of
the capital projects and their impact on the operating budget starting on page 124). The Capital
Improvement Fund for FY 2009 decreased approximately $2.1 million over the adopted FY 2008 Budget
or a decrease of approximately $5.4 million over the amended FY 2008 budget (see graph below). The
difference between the amended and adopted budgets is those capital projects that were incomplete in FY
2007 and brought forward as amendments to FY 2008.



                                     Capital Improvement Fund


                                           $733,780
             FY 09 Budget
                                                                                       $6,151,302
             FY 08 Budget
                                       $155,765
              FY 07 Actual
                                                           $2,876,839
              FY 06 Actual
                                                                        $4,182,914
              FY 05 Actual




                                            General Reserve
By definition, the General Reserve Fund is the depository fund for any excess revenue not required in the
Revenue Fund or any deficiency amounts required in the other funds (i.e., Debt Service, Operating
Reserve, etc.). At the close of the fiscal year when the “flow of funds” are accomplished and when all the
requirements of each of the funds are met (with the exception of Bond Construction Funds), any excess
moneys are deposited into the General Reserve Fund and can be used for any lawful purpose of the
Authority and its solid waste system. The chart on the next page illustrates the anticipated changes to the
General Reserve Fund and its forecasted unreserved and unappropriated balance.
The Trust Indenture requires current revenues from fees, rates and charges to be sufficient to cover
operating expenses and 110% of debt service. For budget purposes this would provide an amount equal
to 10% of debt service or $6,074,348 for FY2008/09 that could be used for planned expenses in the
Renewal and Replacement, Capital Improvement and Operating Reserve Funds. Since we are
appropriating $35,159,245; $733,780; and $906,970 in those funds respectively, that totals $36,799,995,
the maximum amount of General Reserve Funds that could be used in this budget would be the difference
or $30,725,647.
Budgeting for the maximum reserve funds would provide little or no cushion for debt service coverage
that is determined at year-end based on actual operating results. Failing to meet the required 110% debt
service coverage constitutes a technical default and creates concern in the financial community.
Therefore, we did not adopt a budget with the minimum coverage. Debt service coverage was budgeted
at 147.30% and the estimated General Reserve amount to be used is $6,043,967.

                                                      64
                                      Expense Profile
                                        General Reserve


                                                                                                 Total
                                                               Detail    Sub-Totals Sources (Uses)

General Reserve:
   Cash and Investment Balance as of 2/15/2008                                          $   24,188,343


Funds Due to General Reserve:
   Advances made from General Reserve                     20,341,706
   Investment in CDs and Securities                        1,210,000
   Operating Fund Balance 9/30/2007                       20,766,055
   Estimated FY 2006/07 Budget Surplus                            -      42,317,761

Funds Payable from General Reserve:                                                     $   66,506,104
   Appropriated for 2007/08 Budget (Amended)              (10,777,926)
   Fiscal Year 2007/08 Budget Amendments                    (667,867)

   Outstanding Encumbrances (FY 2006/07):
    Operating Fund                                          (483,549)
     Renewal & Replacement Fund                           (16,514,447)
     Capital Improvement Fund                              (3,246,198)   (31,689,987)
   Carryover of Prior Year Budget Appropriations:
    Renewal & Replacement Fund:
       Landfill Development                                  (497,107)
       Financial Data Information System                   (1,120,350)
       Other R&R Capital Projects                          (9,566,735)   (11,184,192)
     Capital Improvement Fund:
      Executive Director's Discretionary Funds               (418,239)
      Other Capital Improvement Projects                   (2,873,107)    (3,291,346)
   Total Deductions                                                      (46,165,525)
Unappropriated General Reserve before FY 2008/09 Budget                                 $   20,340,579


Appropriated for 2008/09 Budget (Adopted):
    Risk Contingencies                                     (6,043,974)
Total Appropriations for Adopted Budget                                                     (6,043,974)


Unreserved and Unappropriated General Reserve                                           $   14,296,605




                                                 65
                                          Expense Profile
                            Mandatory Collection and Recycling Fund
The Mandatory Collection Fund is a separate and distinct enterprise from the disposal operation and
exists for the sole purpose of accounting for the revenues and expenses for the collection of solid waste
and recyclables within the eleven (11) districts in the unincorporated area of the county.
The residential collection assessments include:
       The annual fee for the contracted waste haulers based on the type of services received; curbside
        or containerized (see chart and explanation for calculation of annual fee).
       A fee for billing and collection services assistance ($8.40 per year).
       An application (credit) of reserve funds from additional FEMA reimbursement for Hurricane
        Wilma (22.5 million). This credit was based on $12 million for FY 2009 and proportionally
        allocated by the total forecasted revenue per district.
These fees are added together and then marked up 4.0% for the anticipated discounts for early payment
offered on the tax bill and an allowance for errors and corrections. The commercial services are paid for
directly by the customer to the haulers at the rates bid and awarded. Therefore, the revenues and expenses
associated with the commercial services are not included in the budget (see commercial collection rate
table located in the Revenue Profile section).


                          Unincorporated Palm Beach County
                    Mandatory Collection & Recycling Districts




                                                     66
                                          Expense Profile
                             Mandatory Collection and Recycling Fund
For fiscal year 2008/09, the Authority enters year one of the five year franchise hauler contracts for the
eleven collection districts. The contracts call for a RRI factor (see below) to be applied to the bid rates
with the exception of year one. As shown in the example below and the schedules on the following
pages, collection reserve and accumulated fines can be applied to reduce the rates. As discussed in the
Budget Message,Staff recommended and the Board approved using a declining scale over the life of the
contract as the preferred method of application of reserve funds to offset the impact of the higher rates.
Calculation of the Residential Collection Assessment Rates:
The calculation as illustrated with the chart below begins with the prior year monthly rate with the
exception of year one where the bid rate is used. An increase is calculated for year two through five by
applying a unique contractual Refuse Rate Index (RRI) factor for each district. The RRI factor is applied
for the three categories of Gargabe/Trash, Vegetation and Recycling. Then the three categories are added
together to obtain the Hauler Fees. To the hauler fees are added an administration fee of $0.70 that gives
you the gross monthly total. If the Governing Board approves it, a proportional amount from the
Collection Reserve is applied to reduce the rate. If during the prior year, the contractual hauler has had
fines assessed for poor collection service or other contractual obligations, then these fines are also applied
to reduce the rates. The two reduction amounts when applied produces the net monthly total. This
amount is then anualized and marked up 4% for discounts and an allowance for errors and corrections.
The same calculations are used in determing the rates for both curbside and containerized units. The rates
are multiplied by the number of curbside and containerized units to determine the collection assessment
revenue. The table below is for illustration purposes and the following schedules show the revenue and
appropriations by districts utilizing these calculations.


                  U nit by type of S e rvice :
                    Curbside                                                        11,903
                    Containerized                                                    2,268
                  T ota l U nits                                                    14,171

                  R R I Fa ctor (not applicable in Year One)                         3.88%

                  Curbside FY 2005/06
                   Garbage/Trash                                                $    12.41
                   Vegetation                                                         6.30
                   Recycling                                                          4.00

                  FY 2006/07 Rates (old rate times RRI for year 2 - 5)
                   Garbage/Trash                                                $    12.41
                   Vegetation                                                         6.30
                   Recycling                                                          4.00
                  Hauler Fees                                                        22.71
                  Add:
                   Other Admin. Cost                                                   -
                   Storm Assessment                                                    -
                   Administration Fee                                                 0.70
                  Monthly Total                                                 $    23.41
                  Le ss:
                   Fund Balance Appropriation                                        (6.61)
                   Application of Fines                                                -
                  Net Monthly Total                                             $    16.80

                  Annual Total (Net times 12)                                   $   201.62

                  Asse ssme nt R a te (a nnua l ne t of 4% ma rkup)             $   210.00


                                                      67
                                           Expense Profile
                              Mandatory Collection and Recycling Fund
                                  District #1   District #2    District #3      District #4   District #5   District #6
Units by Type of Service
 Curbside                             11,903         4,756        19,808           24,867         26,007       18,519
 Containerized                         2,268        10,441        11,085           12,259          8,018       20,813
Total Units                           14,171        15,197        30,893           37,126         34,025       39,332

CO Unit Allocation:
 Curbside                                 56            23            275              115           408            49
 Containerized                            20            72            122              132           490           249
Total Units                               76            95            397              247           898           298

Assessment Rates
 Curbside                           $210.00       $249.00       $126.00          $121.00        $102.00        $79.00
 Containerized                       $73.00        $53.00        $39.00           $46.00         $56.00        $56.00

Revenues
 Assessment Revenue *
   Curbside                     $2,399,922 $1,138,744 $2,400,347 $2,891,322 $2,562,451 $1,403,588
   Containerized                   160,176    530,559    414,348    546,920    428,151  1,111,388
 Subtotal                         2,560,098  1,669,303  2,814,695  3,438,242  2,990,602  2,514,975
 CO Billing Receipts                 6,140      7,674     32,071     19,954     72,544     24,074
 Franchise Fees                    112,677     78,508    130,957    147,777    133,112    141,861
Total Revenue                    $2,678,914 $1,755,485 $2,977,723 $3,605,973 $3,196,258 $2,680,910

Appropriations:
 Hauler Payments:
  Curbside                      $2,794,934 $1,793,491 $2,564,212 $3,438,389 $2,860,220 $1,993,745
  Containerized                    652,992    404,678  1,097,976  1,040,226  1,020,750  1,179,960
  CO Units                           6,140      7,674     32,071     19,954     72,544     24,074
 Total Hauler Payments           $3,454,066 $2,205,843 $3,694,259 $4,498,569 $3,953,514 $3,197,779

 Other Expenses:
   Other Admin. Cost                      -              -             -              -                -             -
   Administration Cost             119,036        127,655       259,501         311,858          285,810      330,389
 Total Other Expenses              119,036        127,655       259,501         311,858          285,810      330,389
Total Appropriations             $3,573,102     $2,333,498    $3,953,760     $4,810,427       $4,239,324    $3,528,168
Collection Reserve                (894,188)      (578,013)     (976,037)     (1,204,454)      (1,043,066)    (847,258)
Total Budget                     $2,678,914     $1,755,485    $2,977,723     $3,605,973       $3,196,258    $2,680,910

        *        Net of discounts and an allowance for errors and corrections




                                                        68
                                           Expense Profile
                            Mandatory Collection and Recycling Fund
                             District #7    District #8 District #9     District #10   District #11          Total
Units by Type of Service
 Curbside                        33,582        19,182          1,246         11,076         19,275        190,221
 Containerized                   13,257           243            893          3,009          4,465         86,751
Total Units                      46,839        19,425          2,139         14,085         23,740        276,972

CO Unit Allocation:
 Curbside                           570           325              3              0              0          1824
 Containerized                        0             0              0              0              0          1085
Total Units                         570           325              3              0              0          2,909

Assessment Rates
 Curbside                      $136.00       $271.00        $351.00       $175.00        $100.00
 Containerized                  $39.00        $59.00        $123.00        $51.00         $56.00

Revenues
 Assessment Revenue *
   Curbside                $4,381,860 $4,989,306 $420,672 $1,864,958 $1,860,970 $26,314,139
   Containerized              501,244     13,813  105,369    147,201    238,425   4,197,594
 Subtotal                    4,883,104  5,003,119  526,041  2,012,159  2,099,395  30,511,731
 CO Billing Receipts           46,047     26,255      242           -          -    235,000
 Franchise Fees               216,369    206,491   33,366     93,827    106,846   1,401,791
Total Revenue               $5,145,520 $5,235,865 $559,649 $2,105,986 $2,206,241 $32,148,522

Appropriations:
 Hauler Payments:
  Curbside                 $4,803,477 $5,766,264 $597,336 $2,045,237 $2,013,453 $30,670,758
  Containerized             1,606,662  1,041,368  117,624    639,972    712,200   9,514,408
  CO Units                     46,047     26,255      242           -          -    235,000
 Total Hauler Payments      $6,456,186 $6,833,887 $715,202 $2,685,209 $2,725,653 $40,420,166

 Other Expenses:
   Other Admin. Cost                 -              -              -                                            -
   Administration Cost         393,448        163,170         17,968      118,314        199,416        2,326,565
 Total Other Expenses          393,448        163,170         17,968      118,314        199,416        2,326,565
Total Appropriations        $6,849,634     $6,997,057       $733,170    $2,803,523     $2,925,069     $42,746,731
Collection Reserve          (1,704,114)    (1,761,192)      (173,521)    (697,537)      (718,828)     (10,598,209)
Total Budget                $5,145,520     $5,235,865       $559,649    $2,105,986     $2,206,241     $32,148,522

       *       Net of discounts and an allowance for errors and corrections




                                                       69
70
                                Department Summary
                                              Operating Fund

                                                       Actual          Actual        Budget          Budget
                                                     FY 05/06        FY 06/07       FY 07/08        FY 08/09
4031000    All Departments
51000      Personal Services                     $28,965,506 $ 31,279,416 $ 34,320,797 $ 34,617,392
53000      Operating Expenses                     54,556,145   57,806,536   67,315,453    74,677,908
59000      Contingency/Admin Chg Off              (2,725,131)  (2,293,914)  (1,622,289)   (1,326,565)
           Total Operating Fund                  $80,796,519 $ 86,792,038 $100,013,961 $ 107,968,735
           Total Positions                               422          436          439           439


                                       Renewal and Replacement Fund

                                                       Actual          Actual        Budget          Budget
                                                     FY 05/06        FY 06/07       FY 07/08        FY 08/09
4061000    All Departments                       $12,503,909    $ 25,987,378    $ 42,060,623   $ 35,159,245


                                         Capital Improvement Fund

                                                       Actual          Actual        Budget          Budget
                                                     FY 05/06        FY 06/07       FY 07/08        FY 08/09
4071000    All Departments                       $ 2,876,839    $   4,125,808   $ 6,151,302    $    733,780




                 Total Operating, Renewal & Replacement, and Capital Improvement Funds

                                                       Actual          Actual        Budget          Budget
                                                     FY 05/06        FY 06/07       FY 07/08        FY 08/09
           All Departments                       $96,177,267    $ 116,905,224   $148,225,886   $ 143,861,760




          $160,000,000

          $140,000,000

          $120,000,000

          $100,000,000

           $80,000,000

           $60,000,000

           $40,000,000

           $20,000,000

                   $-




                                                   71
                                              Ope rating       De bt Srvc.   Ope r. Re s .           R& R
Account De s cription                          Fund 403         Fund 404         Fund 405         Fund 406


OFFICE OF THE EXECUTIV E DIRECTOR
Exe cutive Dire ctor                     $     1,778,192                                     $ 7,000,000
Exe cutive Support                              159,013                                                   -
Em ploye e Re lations                          6,424,600                                                  -
OFFICE OF THE EXECUTIV E DIRECTOR        $     8,361,805   $             -   $           -   $ 7,000,000


ADM INISTRATION
Chie f Adm inis trative Office r         $     2,294,767                                     $            -
Hazardous Was te Se rvice s                     978,453                                                   -
Environm e ntal Program s                      1,994,626                                            10,000
Ris k M anage m e nt                           2,755,121                                                  -
Engine e ring Se rvice s                      48,364,049                                          9,000,000
ADM INISTRATION                          $    56,387,016   $             -   $           -   $ 9,010,000


FINANCE
Chie f Finance Office r                  $      269,076                                      $            -
Financial Se rvice s                           2,665,097                                                  -
Purchas ing Adm inis tration                    816,001                                            162,100
Cus tom e r Re lations                         4,595,175                                                  -
M anage m e nt Inform ation Se rvice s         1,962,941                                                  -
FINANCE                                  $    10,308,290   $             -   $           -   $     162,100


OPERATIONS
Chie f Ope rating Office r               $      219,041                                      $            -
Land M anage m e nt Se rvice s                 6,404,341                                         15,758,000
Clos e d Landfills                               93,255                                                   -
Trans port Se rvice                           10,527,148                                          1,160,000
Com pos t/Yardw as te /Utilitie s              8,687,639                                          2,019,145
Equipm e nt M ainte nance                      6,980,200                                            50,000
OPERATIONS                               $    32,911,624   $             -   $           -   $ 18,987,145


COLLECTION DISTRICTS


NON-DEPARTM ENTAL                                          $ 59,243,488      $ 1,247,439


TOTALS                                   $   107,968,735   $ 59,243,488      $ 1,247,439     $ 35,159,245




                                                 72
                                    Cap. Im prv.       Sub. Debt       Gen. Res.   Mand. Coll.
Account Description                     Fund 407        Fund 408       Fund 413        Fund 415            Total


OFFICE OF THE EXECUTIVE DIRECTOR
Executive Director                  $          -                                                  $    8,778,192
Executive Support                              -                                                        159,013
Em ployee Relations                            -                                                       6,424,600
OFFICE OF THE EXECUTIVE DIRECTOR    $          -   $           -   $           -   $          -   $ 15,361,805


ADMINISTRATION
Chief Adm inistrative Officer       $          -                                                  $    2,294,767
Hazardous Waste Services                       -                                                        978,453
Environm ental Program s                  75,000                                                       2,079,626
Risk Managem ent                           5,000                                                       2,760,121
Engineering Services                     182,080                                                      57,546,129
ADMINISTRATION                      $    262,080   $           -   $           -   $          -   $ 65,659,096


FINANCE
Chief Finance Officer               $          -                                                  $     269,076
Financial Services                             -                                                       2,665,097
Purchasing Adm inistration                     -                                                        978,101
Custom er Relations                       34,500                                                       4,629,675
Managem ent Inform ation Services         64,200                                                       2,027,141
FINANCE                             $     98,700   $           -   $           -   $          -   $ 10,569,090


OPERATIONS
Chief Operating Officer             $          -                                                  $     219,041
Land Managem ent Services                      -                                                      22,162,341
Closed Landfills                               -                                                         93,255
Transport Service                        142,000                                                      11,829,148
Com post/Yardw aste/Utilities            231,000                                                      10,937,784
Equipm ent Maintenance                         -                                                       7,030,200
OPERATIONS                          $    373,000   $           -   $           -   $          -   $ 52,271,769


COLLECTION DISTRICTS                                                               $ 32,148,522   $ 32,148,522


NON-DEPARTMENTAL                                   $ 6,500,000.0   $ (6,043,967)                  $ 60,946,960


TOTALS                              $    733,780                   $ (6,043,967) $ 32,148,522     $ 236,957,242




                                                   73
               Position Summary by Departments

                                2006/07      2007/08   Add -    2008/09
Description                     Budget       Budget    Delete   Budget

Office of Executive Director
 Executive Director                      2         2                  2
 Executive Support                       2         2                  2
 Human Resources                         4         5                  5
Office of Executive Director             8         9        0         9

Administration
 Chief Administrative Officer         3            3       -1         2
 Hazardous Waste Services            10           10                 10
 Environmental Programs              10           10        1        11
 Risk & Safety Mgmt.                  6            6                  6
 Engineering Services                35           38       -1        37
Administration                       64           67       -1        66

Finance
  Chief Finance Officer               2            2                  2
  Financial Services                 19           18                 18
  Weigh Stations                     19           19                 19
  Purchasing                          7            7                  7
  Customer Relations                 43           44       -1        43
  Information Technology             13           13                 13
Finance                             103          103       -1       102

Operations
 Chief Operations Officer             1            1                  1
 Land Management Services            55           55                 55
 Transport Services                 117          117                117
 Compost, Yardwaste & Utilities      37           39        2        41
 Equipment Maintenance               46           48                 48
Operations                          256          260        2       262

ALL UNITS                           431          439        0       439




                                    74
                 Executive
                  Support
Executive
 Director        Employee
                 Relations




            75
                                    Operating Budget

               Personal Services      Operating Expenses      Contingency/Admin Chg Off



   Millions
      $9

      $8

      $7

      $6

      $5

      $4

      $3

      $2

      $1

     $-
              FY 05/06 Actual      FY 06/07 Actual FY 07/08 Budget FY 08/09 Budget




                           Total Authority Positions 439




                                                                               5



                                            9


                                                                                          2
                                                                          2




Total Authority Positions       Executive Director         Executive Support       Human Resources




                                                76
                                         Department Summary

                                                             Actual          Actual        Budget       Budget
                                                           FY 05/06        FY 06/07       FY 07/08     FY 08/09

4031100 Office of Executive Director
51000   Personal Services                             $ 6,208,741 $      6,923,410 $ 6,358,693 $   6,718,925
53000   Operating Expenses                              1,771,125        1,960,911      536,080      642,880
59000   Contingency/Admin Chg Off                           5,031            1,967    1,000,000    1,000,000
        Sub-total Operating Expenses                  $ 7,984,898 $      8,886,288 $ 7,894,773 $   8,361,805
4061100 Renewal & Replacement Fund                         41,715           61,232    3,498,500    7,000,000
4071100 Capital Improvement Fund                            8,427           68,306      360,989          -
        Total Executive Director                      $ 8,035,039 $      9,015,826 $ 11,754,262 $ 15,361,805
        Positions                                               18               18            9            9

The following Sections are organized under the Office of the Executive Director:
1.   4031101 Executive Director
2.   4031202 Executive Support
3.   4031411 Employee Relations

Mission Statement:
The office is responsible for the administration and implementation of policies adopted by the Governing
Board. The Executive Director administers and implements the annual budget, recommends policies,
procedures and alternatives for Board consideration to meet the solid waste management needs of the
County. Executive Support includes the Records Manager/Executive Assistant, Executive Office
Assistant and Reception personnel who assist in achieving maximum efficiency in responding to Board
members, internal staff and the general public. Employee Relations is responsible for maintaining and
administering personnel policies, programs and procedures.
Department Goals:
         Provide planning, guidance and support to Departments to assist them in achieving their desired
          Goals and Objectives. [C-3]
         Provide strategies for improving service in an efficient manner. [P-1]
         Maintain public records in accordance with State of Florida laws and regulations. [C-1]
         Encourage intergovernmental coordination with local governments to maintain positive working
          relationships. [PL-1]
         Provide and administer effective policies and procedures to insure fair treatment to all
          employees. [C-3]
         Provide up-to-date and appropriate safety and job training to all employees. [C-3]




                                                      77
                                           Section Summary
                                          Executive Director

                                                            Actual         Actual         Budget         Budget
                                                          FY 05/06       FY 06/07        FY 07/08       FY 08/09
4031101 Executive Director
51000   Personal Services                            $    480,208 $       479,403 $   351,542 $   360,392
53000   Operating Expenses                                247,292         286,921     322,420     417,800
59000   Contingency/Admin Chg Off                             -                25   1,000,000   1,000,000
        Sub-total Operating Expenses                 $    727,500 $       766,349 $ 1,673,962 $ 1,778,192
4061101 Renewal & Replacement Fund                          2,965             -     3,498,500   7,000,000
4071101 Capital Improvement Fund                              -            68,306     349,989         -
        Total Executive Director                     $    730,465 $       834,655 $ 5,522,451 $ 8,778,192
        Positions                                                4               3           2           2



Mission Statement:
The Executive Director is employed under Agreement dated April 4, 2007 by the Solid Waste Authority
of Palm Beach County (SWA) as Executive Director. His responsibilities are to direct and supervise the
operation of the SWA and appoint and employ such personnel as may be necessary for the proper and
efficient operation of the SWA, subject only to the requirements of the Palm Beach County Solid Waste
Act, applicable Board policies, administrative procedures of the SWA and applicable law.
The Authority contracts general counsel services from the Palm Beach County Attorney’s Office to
provide legal services for all the various departments of the Authority and primary representation of the
Solid Waste Authority Board. These services include drafting contracts and inter-local agreements,
preparing and checking board resolutions, drafting legal memoranda regarding issues that arise in the
normal course of business, working with and monitoring activities of outside counsel, representing the
Solid Waste Authority in all levels of State and Federal Courts, and giving staff formal and informal legal
opinions on a daily basis.
Objectives:
       To provide the businesses and residents of Palm Beach County the most effective and efficient
        solid waste management and recycling services possible.
       To provide an organizational framework for the Authority employee’s to develop both personally
        and professionally.




                                                    78
                                           Section Summary
                                           Executive Support

                                                            Actual          Actual         Budget         Budget
                                                          FY 05/06        FY 06/07        FY 07/08       FY 08/09
4031202 Executive Support
51000   Personal Services                             $    234,210 $      161,059 $       122,438 $      119,213
53000   Operating Expenses                                  93,172         21,539          39,400         39,800
59000   Contingency/Admin Chg Off                            2,146            -               -              -
        Sub-total Operating Expenses                  $    329,528 $      182,598 $       161,838 $      159,013
4061202 Renewal & Replacement Fund                          23,865            -               -              -
4071202 Capital Improvement Fund                               -              -               -              -
        Total Executive Support                       $    353,393 $      182,598 $       161,838 $      159,013
        Positions                                                 4              5               3              2

Mission Statement:
The Executive Support staff includes the Records Manager/Executive Assistant and Receptionist. This
staff is charged with the efficient operations of the Executive Office, control of the Authority’s records
management program, and the timely organization and distribution of agendas for the Governing Board
and Citizens’ Advisory Committee (CAC) meetings. The Executive Office staff acts as liaison between
the Authority’s office staff and the Governing Board’s office staff.

Objectives:
       Maintaining administration and coordination of the Authority’s records management program.
       Provide the Authority with efficient, cost-effective management and control of records in all
        forms from creation through active and inactive maintenance to ultimate timely destruction.
       Provide Board meeting legal notice to the Palm Beach Post at a minimum of 10 working days
        prior to the meeting date.
       Prepare and distribute Board Agenda Packets to the Governing Board, CAC, public and staff at a
        minimum of 7 working days prior to the meeting date.
       Complete CAC and Board meeting minutes at a maximum of 7 working days following each
        meeting.
       Complete public records requests within 5 working days.




                                                     79
Executive Support (cont.):


Performance Measures:

  Description                                                                               2006/07    2007/08    2008/09
                                                                                            Actual    Estimated   Budget
  Average numbers of days prior to Board Meeting legal notices were submitted to the Palm     10          10        10
  Beach Post.
  Average number of days prior to the Board meeting the Board Agenda Outline was made         7          7          7
  available to the public.
  Average numbers of days prior to Board meeting agenda packages are distributed to the       7          7          7
  Board, CAC and staff.
  Average number of days minutes from Board and CAC meetings are available for                7          7          7
  distribution.
  Percentage of public records requests completed within 5 working days.                     100        100        100
  Percentage of Records Retention Schedules Completed.                                        95         95         95




                                                                   80
                                                           Section Summary
                                                          Employee Relations

                                                                                  Actual     Actual       Budget             Budget
                                                                                FY 05/06   FY 06/07      FY 07/08           FY 08/09
4031410 Employee Relations
51000   Personal Services                                                $ 5,494,323 $ 6,282,948 $ 5,884,713 $ 6,239,320
53000   Operating Expenses                                                 1,430,661   1,652,451     174,260     185,280
59000   Contingency/Admin Chg Off                                              2,886       1,942         -           -
        Sub-total Operating Expenses                                     $ 6,927,870 $ 7,937,340 $ 6,058,973 $ 6,424,600
4061410 Renewal & Replacement Fund                                            14,884      61,232         -           -
4071410 Capital Improvement Fund                                               8,427         -        11,000         -
        Total Employee Relations                                         $ 6,951,181 $ 7,998,573 $ 6,069,973 $ 6,424,600
        Positions                                                                  10          10           4           5


Mission Statement:
Employee Relations serves as a strategic partner to management and employees for the development,
management and utilization of the Authority’s workforce. This section implements and administers all
phases of human resource management to ensure compliance with labor and employment laws. Services
include recruitment, selection, placement, compensation, classification, benefits, and employee
development and employee relations.


Objectives:
          Reduce the average number of calendar days required to fill a vacancy from the first notice of
           vacancy (advertisement) to Hire Date.
          Percent of Employee Relations Staff trained in at least one course primary to their job
           responsibilities.
          Increase number site visits by Director and Employee Relations Staff members.


Performance Measures:

                                          Description                                       2006/07    2007/08      2008/09
                                                                                            Actual    Estimated     Budget
Average number of calendar days required to fill a vacancy from the first notice              67          85          80
(Advertisement).
Percent of Employee Relations Staff trained in at least one course primary to their job      100%       100%         100%
Responsibilities.
Increase number of site visits by Director and Employee Relations Staff members               5          6            6




                                                                        81
82
                       Administration




                            Hazardous Waste
                                Services

                                                  Project Engineering


                         Environmental Programs

Chief Administration
                                                        NCRRF
       Officer

                            Risk Management


                                                  Facility Maintenance


                          Engineering Services


                                                         RMRF




                                                         CMRF




                                                          BPF




                                  83
                  Administration
                            Operating Budget

        Personal Services    Operating Expenses    Contingency/Admin Chg Off



Millions
  $60

  $50

  $40

  $30

  $20

  $10

   $-
            FY 05/06 Actual FY 06/07 Actual FY 07/08 Budget FY 08/09 Budget




                    Total Authority Positions - 439



                                                                     39




                             68
                                                     6

                                                                               2
                                                            11            10


                            Total Authority Positions
                            Chief Administrative Officer
                            Hazardous Waste Services
                            Environmental Programs




                                       84
                                 Administration
                                         Department Summary

                                                            Actual          Actual         Budget           Budget
                                                          FY 05/06        FY 06/07        FY 07/08         FY 08/09
4034200 Administration
51000   Personal Services                            $ 4,130,960 $ 4,556,730 $ 5,459,718 $    5,421,580
53000   Operating Expenses                            36,709,568   38,885,023   46,106,719   50,844,503
59000   Contingency/Admin Chg Off                        112,901      109,488      123,752      120,933
        Sub-total Operating Expenses                 $40,953,429 $ 43,551,241 $ 51,690,189 $ 56,387,016
4064200 Renewal & Replacement Fund                     1,507,206   15,266,194    4,875,820    9,010,000
4074200 Capital Improvement Fund                         434,954      585,865    1,390,651      262,080
        Total Administration                         $42,895,589 $ 59,403,300 $ 57,956,660 $ 65,659,096
        Positions                                              53           59           67           67
The following sections are organized under the Administration department:

    1. 4034201 Chief Administration Officer (CAO)
    2. 4034210 Hazardous Waste Services
    3. 4034230 Environmental Programs
    4. 4034260 Risk Management
    5. 4034270 Engineering Services
Mission Statement:
The missions of Administration are to use environmental management systems to assure the environment
is protected and federal, state and local environmental standards are met; to provide opportunities to
safely dispose of hazardous waste and thereby reduce the toxicity of the solid waste stream; to assure that
our plans are consistent with interest of the public and mindful of changes in technology and public
needs; to assure that solid waste facilities permitted by the Authority are operated consistently with the
goals of the Authority.
Department Goals:
         Implement and revise environmental management systems so that ongoing compliance with
          technical and administrative requirements of environmental permits can be assured on a cost-
          effective basis. [C-2]
         Operate Household Hazardous Waste (HHW) facilities to provide the best possible level of
          service for residents and small businesses to properly dispose of their hazardous chemicals.
          [C-2]
         Monitor facilities permitted by the Authority to confirm that their activities continue to support
          the goals of the Authority. [PL-1]
         Provide for regular review and analysis of Authority long range and emergency management
          plans, as to assure that the welfare of the entire county is considered and its needs are met.
          [C-1]
         Maintain the physical Plant assets of the Authority in good working condition to allow for
          efficient operations and permit compliance. Continue to achieve waste processing throughput
          levels at the Waste-to-Energy Facility at 30 percent over throughput guarantees. [P-1]
         Process and market 100 percent of all recyclable materials collected and delivered to the
          Authority's recycling processing facilities. [P-3]


                                                     85
                                Administration
                                           Section Summary

                                    Chief Administration Officer
                                                            Actual         Actual         Budget          Budget
                                                          FY 05/06       FY 06/07        FY 07/08        FY 08/09
4034201 Chief Admin. Officer
51000   Personal Services                            $   205,096 $        226,055 $   327,154 $   231,426
53000   Operating Expenses                             1,697,771          232,856   2,007,731   2,063,341
59000   Contingency/Admin Chg Off                            -                -           -           -
        Sub-total Operating Expenses                 $ 1,902,866 $        458,911 $ 2,334,885 $ 2,294,767
4064201 Renewal & Replacement Fund                           -                -           -           -
4074201 Capital Improvement Fund                             -                -           -           -
        Total Chief Admin. Officer                   $ 1,902,866 $        458,911 $ 2,334,885 $ 2,294,767
        Positions                                               2                2           3           2


Mission Statement:
The CAO's Unit is responsible for administration, management and control of resources allocated to the
Department, and providing direction and support for achieving the goals and objectives of the sections
within the Department. The CAO’s Unit is also responsible for environmental management systems
needed to assure compliance with existing and new regulatory programs at the local, State and Federal
level.
Objectives:
       To assure that environmental management systems in place continue to assure environmental
        protection and regulatory compliance.
       To assure timely submittal of data and reports required by permits and regulations.
       To plan for, and supervise the continued improvement in the level of service provided by the
        Hazardous Waste Services Section.
       To facilitate the acquisition of permits for new facilities and permit renewals for operating
        facilities, to assure that new sites can be developed and existing operations can continue without
        unnecessary delays.
       To participate in the process of regulatory development at the local, State and Federal level, to
        assure the interests and concerns of the Authority are adequately represented.
       To review and update plans on a timely basis to assure compliance and preparedness.
       To manage Department resources to achieve the highest practicable efficiency and value.




                                                    86
                                          Administration
                                                         Section Summary
                                                  Hazardous Waste Services
                                                                                Actual       Actual        Budget     Budget
                                                                              FY 05/06     FY 06/07       FY 07/08   FY 08/09
4034210 Hazardous Waste Services
51000   Personal Services                                                $     517,412 $   565,938 $   593,200 $     611,497
53000   Operating Expenses                                                     234,683     223,854     354,573       354,536
59000   Contingency/Admin Chg Off                                               18,112      17,421      20,625        12,420
        Sub-total Operating Expenses                                     $     770,207 $   807,213 $   968,398 $     978,453
4064210 Renewal & Replacement Fund                                            17,230.00      87,520      23,300          -
4074210 Capital Improvement Fund                                               156,737      62,365     290,471           -
        Total Hazardous Waste Services                                   $     944,174 $   957,098 $ 1,282,169 $     978,453
        Positions                                                                    10          10          10            10


Mission Statement:
The mission of the Hazardous Waste Services section is to facilitate the proper disposal of hazardous
materials generated by households and small businesses in the County for the protection of Authority’s
facilities, workers involved in solid waste operations, public safety and health, and the general
environment. Programs operated by this section are aimed at providing convenient locations and services
for the disposal of hazardous materials, educating residents and businesses about proper disposal
methods, and managing or restricting certain waste streams from entering the system. This section also
provides internal support for hazardous materials activities, and responds to chemical emergencies, spills
and incidents at Authority facilities.


Objectives:
   Increase or maintain the percent of satellite site usage.
   Reduce the percent of waste handled that is not hazardous or is not recycled.
   Reduce or maintain unit costs for hazardous waste disposal.


Performance Measures:
                                       Description                               2006/07    2007/08    2008/09
                                                                                 Actual    Estimated   Budget
              Percent of waste (gross wt.) handled at satellite sites.             58.4       60.0       62.0

              Percent (gross wt.) of waste landfilled.                            39.4       36.8       35.8

              Disposal cost/total pounds of waste shipped.                        0.05       0.07       0.08




                                                                         87
                                 Administration
                                            Section Summary

                                       Environmental Programs
                                                             Actual         Actual         Budget           Budget
                                                           FY 05/06       FY 06/07        FY 07/08         FY 08/09
4034230 Environmental Programs
51000   Personal Services                             $   643,511 $   670,211 $   691,634 $   787,470
53000   Operating Expenses                                670,179     840,564   1,176,306   1,196,697
59000   Contingency/Admin Chg Off                           5,933      10,817       6,875      10,459
        Sub-total Operating Expenses                  $ 1,319,623 $ 1,521,592 $ 1,874,815 $ 1,994,626
4064230 Renewal & Replacement Fund                       33,611.66      31,641      30,000      10,000
4074230 Capital Improvement Fund                           30,337      32,200     219,765      75,000
        Total Environmental Programs                  $ 1,383,571 $ 1,585,433 $ 2,124,580 $ 2,079,626
        Positions                                               10          10          10          11
Mission Statement:

Environmental Programs is responsible for environmental permitting and compliance monitoring for the
Solid Waste Authority. Environmental Programs staff prepares or oversees applications for
environmental permits from regulatory agencies for SWA facilities and programs (landfills, transfer
stations, resource recovery, mitigation, etc.), negotiates with the regulatory agencies on permit conditions,
and verifies compliance with the issued permits. Compliance with the permit conditions is monitored
through pollution prevention programs, facility inspections, groundwater and surface water quality
testing, air emissions testing, and compliance reports.
Special Programs is responsible for implementing and coordinating the Authority's planning activities, the
permitting and compliance of solid waste management facilities, illegal waste disposal enforcement
through liaison with the Palm Beach County Sheriff's Environmental Crimes Unit, emergency
management, and management of grant and other programs.
Objectives:
       To assure that samples required by environmental permits are collected, prepared for shipment to
        the contract laboratory within the regulatory deadlines.
       To assure that laboratory reports required by environmental permits are checked for quality
        assurance / quality control and transmitted to the regulatory agencies within the time frames
        established in the permits.
       To assure that facility inspections are conducted according to the schedule established by the
        Director and distribution of the reports to the facility supervisors are done within one working
        day of the inspection.
       To provide all SWA facilities with updated Pollution Prevention Plans and develop a training
        program for facility personnel.
       To process 95% of completed solid waste management facility permits applications, transfers,
            and renewals within 30 working days.
       To inspect all Authority permitted solid waste management facilities on a quarterly basis.




                                                     88
                                            Administration
Environmental Programs (cont.):
        To process 90% of tipping fee assistance grant applications within 10 working days.
        Complete annual review and update of SWA Emergency Management Manual prior to June 1st
            of each year.


Performance Measures:
                                           Description                                       2006/07    2007/08    2008/09
                                                                                             Actual    Estimated   Budget
  Samples required by environmental permits are collected within regulatory deadlines 98%     100%        98%       98%
  of the time.

  Laboratory reports required by environmental permits are submitted to the regulatory       100%        95%        95%
  agencies within permit deadlines 95% of the time.

  Facility inspection reports conducted within listed deadlines 95% of the time.             100%        95%        95%

  Percent of NPDES annual compliance inspections performed and updated pollution             100%        100%      100%
  prevention plans submitted.

  Solid waste management facility permit applications, transfers, and renewals processed       14         13         13
  within 30 days.

  Solid waste management facility designated facility contract renewal processed within 30     5          5          5
  days

  Inspection of permitted sites on a quarterly basis.                                          60         56         54

  Tipping Fee relief under grant processed within 5 days.                                      0          1          1




                                                                      89
                                            Administration
                                                         Section Summary

                                                Risk and Safety Management

                                                                               Actual             Actual          Budget            Budget
                                                                             FY 05/06           FY 06/07         FY 07/08          FY 08/09
4034260 Risk Management
51000   Personal Services                                              $            -       $        -       $ 1,197,112 $ 1,210,928
53000   Operating Expenses                                                          -                -         1,634,811   1,537,329
59000   Contingency/Admin Chg Off                                                   -                -             3,288       6,864
        Sub-total Operating Expenses                                   $            -       $        -       $ 2,835,211 $ 2,755,121
4064260 Renewal & Replacement Fund                                                  -                -               -           -
4074260 Capital Improvement Fund                                                    -                -             4,500       5,000
        Total Risk Management                                          $            -       $        -       $ 2,839,711 $ 2,760,121
        Positions                                                                       0                  0            6           6


Note: This section was previously combined with Employee Relations in prior fiscal years.

Mission Statement:
Risk Management is responsible for providing a comprehensive insurance program for all Authority assets
and properties. Additionally it is charged with maintaining Authority-wide compliance with Federal
Occupational Safety and Health laws including CFR 29, 40 and Department of Transportation CFR 49, State
of Florida mandated safety regulations, local laws and statutes. Risk Management is accountable for
overseeing Worker’s Compensation, maintaining property casualty insurance coverage, safety inspections,
safety training, and incident/accident investigations. This unit also maintains a comprehensive program of
security officer services, property access control, and fire monitoring services and systems.

Objectives:
         To ensure compliance with all State and Federal laws relating to occupational safety and health,
          increase the number of safety inspections.
         Increase the number and/or frequency of safety and health related training at the Authority.
         Increase the number of obtainable subrogation claims for Authority property damage prior to the
          end of the fiscal year.


Performance Measures:
                                                                                                 2006/07       2007/08      2008/09
                                          Description                                            Actual       Estimated     Budget
Number of safety inspections conducted.                                                            538           540          542

Number of obtainable subrogation claims on property damage recovered prior to the end of the       43            44           45
fiscal year.




                                                                     90
                                           Administration
                                                         Section Summary

                                                      Engineering Services
                                                                               Actual            Actual    Budget     Budget
                                                                             FY 05/06          FY 06/07   FY 07/08   FY 08/09
4034270 Engineering Services
51000   Personal Services                                             $ 2,764,942 $ 3,094,526 $ 2,650,618 $ 2,580,259
53000   Operating Expenses                                              34,106,935  37,587,749  40,933,298  45,692,600
59000   Contingency/Admin Chg Off                                           88,857      81,250      92,964      91,190
        Sub-total Operating Expenses                                  $ 36,960,733 $40,763,525 $43,676,880 $48,364,049
4064270 Renewal & Replacement Fund                                       1,456,364  15,147,033   4,822,520   9,000,000
4074270 Capital Improvement Fund                                           247,880     491,300     875,915     182,080
        Total Engineering Services                                    $ 38,664,978 $56,401,857 $49,375,315 $57,546,129
        Positions                                                                31          37          38          38


The following Units are organized under the Section of Engineering Services:

     1.   4034272        Project Engineering
     2.   4034273        North County Resource Recovery Facility (NCRRF)
     3.   4034274        Facility Maintenance
     4.   4034275        Residential Materials Recycling Facility (RMRF)
     5.   4034276        Commercial Materials Recycling Facility (CMRF)
     6.   4034277        Bio-Solids Pelletization Facility (BPF)

Note: This section was the Department of Engineering and Public Works in prior fiscal years.

Mission Statement:
The Engineering Services provides for the planning, design, construction, and maintenance of all of the
Authority's physical plant assets and systems. In addition, this section has management, operation, and
over site responsibility for all of the Authority's processing facilities including the Waste-to-Energy,
Residential and Commercial Recycling, and Bio-solids Pelletization Facility.
The unit of Project Engineering is responsible for the administration of design and construction for the
capital projects as listed in the fiscal budget. Specifically, this section has the duty for facility strategic
and tactical planning, financial forecasting and budgeting, construction, renovation and relocation, health,
safety and security, engineering planning and design, space planning and management, and support
services such as reprographics and code compliance.
The responsibility of the units of NCRRF and Facility Maintenance are to monitor the performance of the
contract operator of the 2,000 tons per day Waste-to-Energy (WTE) plant to insure the facility is being
maintained and operated in accordance with contract requirements and sound engineering practices. The
Facility Maintenance staff maintains property, plant, and fixed equipment at five (5) transfer stations, one
(1) administration office building, seven (7) scale houses, one (1) equipment maintenance facility, one (1)
household hazardous waste collection facility, one (1) utilities plant, one (1) recycling complex, one (1)
composting facility, five (5) closed landfills, and Landfill Operations. In addition to the permanent
structures included are several mobile office and storage buildings.


                                                                     91
                                Administration
Engineering Services (cont.):
The Recycling Operation units (RMRF, CMRF, & BPF) are an integral part of the Authority’s integrated
approach to solid waste management. Our mission is to support the Authority’s goals for recycling and
waste reduction by processing all residentially and commercially generated recyclable materials in the
most cost effective and efficient manner possible.


Objectives:
          Contract for design and construction for Capital Projects as listed in the SWA Fiscal Year
           2007/08 Budget.
          Provide an annual Financial Responsibility Document for the SWA solid waste landfills in
           accordance with Rule 62-701.630(4), F.A.C., to the Department for Environmental Protection
           to demonstrate financial assurance for funding of landfills closure and maintenance.
          Provide topographic data for the North County Class I and Class III Landfill.
          Maintain professional development requirements for one (1) State of Florida Professional
           Engineer (P.E.), one (1) State of Florida General Contractor (GC), one (1) State of Florida
           Professional Surveyor and Mapper (P.S.M.), one (1) International Facility Management
           Association Certified Facilities Manager (CFM), one (1) Building Owners and Managers
           Institute International Real Property Administrator (RPA)/ Facilities Management
           Administrator (FMA), one (1) Solid Waste Association of North America Certified Landfill
           Manager (MOLO) and one (1) The American Academy of Environmental Engineers Board
           Certified Environmental Engineer (BCEE).
          Develop and maintain an Engineering Services records management system.
          Submit to SWA Environmental Department a Project Environmental Checklist for Design
           Activities for all construction projects.
          Optimize performance of the ash ferrous recovery system and the non-ferrous recovery
           system installed at the WTE Facility. The additional materials to be reclaimed will reduce
           the quantity of residue land filled and increase materials recycled.
          To review and approve the financial payments to the plant operator per the established
           procedures. The monthly estimated billings and monthly reconciliation invoices will be
           processed on a regular basis and discrepancies will be addressed promptly. Enhancements to
           the key statistical reporting format will provide positive results.
          Reduce the number of work orders typically generated by implementing an aggressive
           preventative maintenance program.
          To continue to operate and maintain the Residential Materials Recycling Facility (RMRF) in
           a manner consistent with the national prominence our facility has achieved.
          To increase overall RMRF and CMRF system efficiencies through sound management of
           labor and materials.
          To insure the RMRF contract operator maintains a safety and health program conforming to
           the best practices for facilities of this type.
          To improve CMRF revenues through improved product quality
          To maintain or reduce the current cost per ton levels for CMRF operations.




                                                  92
                                        Administration
Engineering Services (cont.):


Objectives:
              The RMRF will process an estimated 105,871 tons of residentially generated recyclable
               materials during the fiscal year.
              The CMRF will process an estimated 37,000 tons of commercially generated materials during
               the fiscal year.


Performance Measures:
                                                                                         2006/07    2007/08    2008/09
                                       Description                                       Actual    Estimated   Budget
  Increase the materials recovered from the Combustor Ash Residue Stream and the         8,378.1     8,500      8,500
  process non-ferrous recovery system (Units = Tons).

  Process the Monthly "Estimated" Invoices and Monthly "Reconciliation" Invoices in 30     4          3          3
  Days from the Time of Receipt (Units = Days).

  Reduce Work Orders Processed by in-house Maintenance Staff (Quantity of Work            1,544      1,500      1,500
  Orders).

  Residential tons processed.                                                            102.788    105,800    105,800

  Commercial tons processed.                                                             33,000     37,000     37,000




                                                                  93
Administration




      94
 FINANCE


Chief Finance
   Officer

    Financial
    Services



      Weigh Stations




   Purchasing
    Services



   Information
   Technology



    Customer
    Relations



           Customer
           Services




      Public Affairs




           Recycling
           Services



           Recycling
           Container
           Services


      95
                           FINANCE

                         Operating Expense
Personal Services       Operating Expenses            Contingency/Admin Chg Off

Millions
  $14
  $12
  $10
    $8
    $6
    $4
    $2
   $-
  $(2)
  $(4)
            FY 05/06       FY 06/07        FY 07/08       FY 08/09
             Actual         Actual          Budget         Budget




                    Total Authority Positions - 439


                                                                 43




                        102                      7
                                                                            13



                                                            37               2



       Total Authority Positions                Chief Finance Officer
       Financial Services                       Purchasing
       Customer Relations                       Information Technology




                                      96
                                            FINANCE
                                         Department Summary

                                                            Actual          Actual         Budget             Budget
                                                          FY 05/06        FY 06/07        FY 07/08           FY 08/09
4034800 Finance
51000   Personal Services                            $ 5,983,752 $ 6,335,158 $ 6,800,252 $   6,896,514
53000   Operating Expenses                             4,315,207    4,925,892   5,528,408    5,688,335
59000   Contingency/Admin Chg Off                     (2,209,067)  (2,210,346) (2,264,298)  (2,276,559)
        Sub-total Operating Expenses                 $ 8,089,892 $ 9,050,704 $ 10,064,362 $ 10,308,290
4064800 Renewal & Replacement Fund                       172,768      656,163   2,507,154      162,100
4074800 Capital Improvement Fund                         193,911       67,169     159,659       98,700
        Total Finance                                $ 8,456,572 $ 9,774,036 $ 12,731,175 $ 10,569,090
        Positions                                             105          105         103          102


The following Sections are organized under the Department of Financial Management Services:
    1. 4034801 Chief Finance Officer
    2. 4034810 Financial Services
    3. 4034850 Purchasing Services
    4. 4034860 Customer Relations
    5. 4034870 Information Technology
Mission Statement:
This department is an internal service unit whose mission is to assist the operating units in carrying out
their responsibilities. We are therefore required to maintain a staff of highly qualified and trained
professionals, fundamentally sound and effective information systems and efficiently organized
administrative procedures designed to provide the required resources for effective and efficient
operations.
Our financial responsibilities require that we provide sufficient and appropriate funding through
responsible budgeting and fair and equitable rate structures, that we properly account for those funds
using qualified professionals and effective systems and procedures and to maximize these resources
through proper and effective procurement and cash management practices. We are also required to
provide timely and accurate reporting of the Authority’s financial status and the use of its funds to
regulatory agencies, the financial community and our customers, the businesses and residents of Palm
Beach County.
Through the effective management of financial resources, the Authority can provide its customers with
the confidence that their funds are handled prudently and efficiently in order to maintain a modern waste
management system designed to meet their waste disposal needs while protecting the environment that
they depend on and enjoy.
Department Goals:

   Staff [C-3]
    Provide continuing training and education for all professional personnel to maintain a high level of
    technical, administrative and interpersonal skills. Maintain a relatively flat hierarchy affording all
    personnel considerable autonomy and responsibility.
   Systems [C-4]
    Keep up to date with information technology in order to provide the most cost efficient and
    technologically sound systems sufficient for the Authority’s data and voice needs.


                                                     97
                                         FINANCE
Finance – Department Goals (cont.):


      Administration [V-1]
       Continually review and be receptive to recommendations regarding the administrative procedures
       for procurement and all financial transactions. The goal is to minimize bureaucracy without
       materially compromising internal control.

      Investments [C-4]
       Maintain effective investment policies and procedures ensuring safety of principal and
       maximizing return within the restrictions of law and in consideration of appropriate liquidity.

      Procurement [C-4]
       Maintain a fair, equitable and competitive environment among providers of goods and services in
       order to fill our needs on a timely basis and at the best possible value.

      Financial Reporting [C-1]
       Provide timely and accurate reporting in compliance with the requirements of all regulatory
       agencies, the financial community and other interested parties. Maintain reporting formats and
       quality of information to continually meet the requirements of the Government Finance Officers’
       Association award programs.

      General [P-3]
       Support recycling by using recycled/recyclable content products whenever they are available
       within reasonable cost margins compared to virgin products.




                                                 98
                                           FINANCE
                                           Section Summary
                                         Chief Finance Officer
                                                            Actual          Actual        Budget            Budget
                                                          FY 05/06        FY 06/07       FY 07/08          FY 08/09
4034801 Chief Finance Officer
51000   Personal Services                             $   186,812 $       195,895 $   221,396 $            218,576
53000   Operating Expenses                                 20,243          11,820      49,700               50,500
59000   Contingency/Admin Chg Off                             -               -           -                    -
        Sub-total Operating Expenses                  $   207,055 $       207,715 $   271,096 $            269,076
4064801 Renewal & Replacement Fund                          6,096           2,642   1,121,550                  -
4074801 Capital Improvement Fund                              -               -           -                    -
        Total Chief Finance Officer                   $   213,150 $       210,357 $ 1,392,646 $            269,076
        Positions                                                2               2           2                    2


Mission Statement:
The CFO’s Unit is responsible to its subordinate sections for providing direction toward achieving their
goals and objectives within the framework of Authority Policies and furtherance of Authority wide goals.
It is also responsible for compliance with local, state and federal agencies’ rules and regulations and for
the management of external financial support regarding financing transactions.


Objectives:
         Provide the Executive Director with comprehensive monthly reports.
         Provide the Solid Waste Authority Governing Board with comprehensive quarterly financial
          reports at the first meeting that is held after fifteen (15) days beyond the end of a quarter.
         Keep abreast of developing changes in governmental financial management by attending a
          minimum of one management training session per fiscal year.




                                                    99
                                                         FINANCE
                                                          Section Summary
                                                          Financial Services
                                                                               Actual              Actual        Budget     Budget
                                                                             FY 05/06            FY 06/07       FY 07/08   FY 08/09
4034810 Financial Services
51000   Personal Services                                             $ 2,006,735 $ 2,117,687 $ 2,247,356 $ 2,310,590
53000   Operating Expenses                                               1,101,006     996,143   1,376,625   1,491,910
59000   Contingency/Admin Chg Off                                       (1,105,131) (1,100,588) (1,136,128) (1,137,403)
        Sub-total Operating Expenses                                  $ 2,002,610 $ 2,013,242 $ 2,487,853 $ 2,665,097
4064810 Renewal & Replacement Fund                                           2,965     103,061         -           -
4074810 Capital Improvement Fund                                               426         239      80,000         -
        Total Financial Services                                      $ 2,006,001 $ 2,116,541 $ 2,567,853 $ 2,665,097
        Positions                                                                38          38          37          37


The following Units are organized under the Section of Financial Services:
    1. 4034812 Financial Services
    2. 4034814 Weighstations

Note: This section contained the units of Accounting, Budget and Investment Management in prior fiscal years.

Mission Statement:
The mission of Financial Services is to support the Finance Department in assisting the operating units of
the Authority in carrying out their responsibilities. To that end, the Financial Services section will
maintain a staff of highly trained professionals in the areas of accounting, budgeting, and cash
management.
The Accounting staff will safeguard the Authority’s assets through an efficient set of internal controls,
maintain accounting records in accordance with Generally Accepted Accounting Principals, and provide
accurate and timely financial information to the Authority’s customers, regulatory agencies and the
financial community.
The Budget staff will prepare and maintain the Authority’s budget in accordance with professional
standards, legal restrictions, and internal policy. The Budget staff will also provide information to users
in a timely fashion to assure that users have relevant information for decision making and determining
funding needs.
Financial Services also consisting of the Weigh Stations and Investment Management, will safeguard the
Authority’s cash assets through proper cash management and investment procedures. The Authority will
maintain an investment policy that complies with legal restrictions and strives to maximize investment
returns within the constraints of principal safety and liquidity.
Objectives:
            To receive the GFOA Certificate of Achievement for Excellence in Financial Reporting for the
             current fiscal year.
            To receive the GFOA Distinguished Budget Award for the current fiscal year.




                                                                    100
                                                          FINANCE
Financial Services (cont.):
           To transmit monthly billing statements for tipping fees by the 5th working day of the following
            month.
           To maintain the average accounts receivable collection period at 40 days or less.
           To distribute monthly financial reports by the fifteenth (15th) of each month


Performance Measures:

                                                                                                  2006/07    2007/08    2008/09
                                          Description                                             Actual    Estimated   Budget
  (1) Or (0) for the year the GFOA Certificate of Achievement for Excellence in Financial            1          1          1
  Reporting is received.
  (1) Or (0) for the year the GFOA Distinguished Budget Presentation Award is received.             1          1          1


  # of months billing statements mailed out by the 5th working day of the following month.          12         12         12


  Average Accounts Receivable Collection Period.                                                    38         38         37


  # Of months interim financial reports were distributed by the fifteenth (15th) of each month.     12         12         12




                                                                     101
                                               FINANCE
                                              Section Summary
                                             Purchasing Services
                                                                  Actual           Actual          Budget          Budget
                                                                FY 05/06         FY 06/07         FY 07/08        FY 08/09
4034850 Purchasing Services
51000   Personal Services                                  $    449,094 $        469,914 $   482,730 $            505,866
53000   Operating Expenses                                      241,730          264,110     310,216              307,520
59000   Contingency/Admin Chg Off                                 1,831            2,500       2,092                2,615
        Sub-total Operating Expenses                       $    692,655 $        736,524 $   795,038 $            816,001
4064850 Renewal & Replacement Fund                               71,731           84,882     640,423              162,100
4074850 Capital Improvement Fund                                137,744              -        29,721                  -
        Total Purchasing Services                          $    902,130 $        821,407 $ 1,465,182 $            978,101
        Positions                                                      7                7           7                    7

Mission Statement:
Procures all goods and services. Monitors contracts and decentralized purchasing. Endeavors to acquire the best
value in goods and services for the least expenditure of resources while ensuring that transactions abide by
applicable procurement rules and comply with legal requirements. Develops, implements and monitors the
M/W/SBE program under Governing Board guidelines. Promotes recycled/recyclable product acquisition.
Manages administration building mailroom/receiving area and janitorial services and provides for Authority wide
courier/mail service. Performs above tasks with innovative processes while adhering to government purchasing
tenets. In addition, Purchasing Services administers the funds necessary for the goods and services required by the
Authority's common areas. These funds are utilized principally for administration building needs and functions such
as janitorial service, postage, office supplies, maintenance/repair of building and grounds, etc.
Objectives:
   Improve service to internal "customers" by increasing speed and quality of procurement.
          a.         Maintain user satisfaction survey rating at 3.5 (above average) or better. (5=best).
          b.         Award 95% of formal bids within 45 days of receipt of acceptable specifications.
          c.         Conduct a minimum of four training sessions.
          d.         Document annual cost savings of at least $350,000.
          e.         Accomplish processing 95% of Contract Requests for RFP's into first draft to requestor within
                     20 working days.
          f.         Accomplish processing 95% of Personal Services Agreements and Consultant Services
                     Authorizations into executed agreements within 10 working days.
          g.         Deliver mail/packages with 0 % error rate.
   Achieve 15% or better Minority/Woman/Small Business Enterprise participation in Authority business.
   Encourage recycle/recyclable product acquisition. Convert 100% of suitable non-recycled/recyclable goods
    requisitions (suitable means recycled/recyclable goods cost not more than 10% above virgin goods, and
    recycled/recyclable goods that perform as well or better than virgin goods) transactions to recycled/recyclable
    goods purchases.
   Maintain the number of upheld bid protests at zero.




                                                          102
                                                             FINANCE
   Purchasing (Cont.):

   Performance Measures:

                                                                                                       2006/07    2007/08    2008/09
                                             Description                                               Actual    Estimated   Budget
User satisfaction survey ranking. (Points scored out of max of 5)                                        4.4         3.5       3.5
Percentage of formal bids awarded within 45 calendar days of receipt of acceptable specifications.       95         95         95
(Percentage achieved)
Training sessions conducted. (Number of sessions)                                                        4          4          4
Cost savings documented. (Dollars)                                                                      583K       792K       350K
Percentage of contract requests processed into first draft RFP's within 20 working days. (Percentage     95         95         95
achieved)

Percentage of PSA's and CSA's processed into executed agreements within 10 working days.                 95         95         95
Percentage achieved.
M/W/SBE participation percentage. Percentage achieved.                                                  16.1        15         15




                                                                         103
                                                         FINANCE
                                                         Section Summary
                                                        Customer Relations
                                                                               Actual             Actual    Budget     Budget
                                                                             FY 05/06           FY 06/07   FY 07/08   FY 08/09
4034860 Customer Relations
51000   Personal Services                                              $ 2,453,028 $ 2,583,702 $ 2,786,823 $ 2,769,025
53000   Operating Expenses                                                2,400,389   3,053,858   2,896,590   2,969,555
59000   Contingency/Admin Chg Off                                        (1,107,610) (1,115,486) (1,132,354) (1,143,405)
        Sub-total Operating Expenses                                   $ 3,745,807 $ 4,522,074 $ 4,551,059 $ 4,595,175
4064860 Renewal & Replacement Fund                                           44,564     106,226       5,200         -
4074860 Capital Improvement Fund                                             34,367      39,825      13,700      34,500
        Total Customer Relations                                       $ 3,824,738 $ 4,668,125 $ 4,569,959 $ 4,629,675
        Positions                                                                 45          45          44          43

The following Units are organized under the Section of Customer Relations:
    1. 4034861 Customer Services
    2. 4034862 Public Affairs
    3. 4034863 Recycling Services
    4. 4034864 Recycling Container Services
Note: This section was the Department of CIS, Recycling and Media Arts in prior fiscal years.

Mission Statement:
The mission of Customer Relations is to provide the highest level of customer service, both internally and
externally, increase residential recycling participation county wide and utilize all media vehicles to reach
the widest possible audience to fill the media needs of the Authority.
Customer Services is responsible for researching and accurately assessing commercial, residential and
governmental solid waste disposal fees. Customer Services receives and resolves service complaints
between the customer and franchise haulers to ensure quality collection services and monitors the
franchised haulers for contract compliance. Additionally, Customer Services assists the local Keep
America Beautiful affiliate (Keep Palm Beach County Beautiful) with the annual Great American
Cleanup and coastal cleanup events. Customer Services also coordinates other neighborhood cleanups
and beautification projects through partnerships with non-profit and other governmental agencies whose
missions include community outreach and environmental stewardship. The primary goal of the Customer
Service Team is to serve our customers with pride and passion consistently exceeding their expectations.
We accomplish that by demonstrating the highest respect and appreciation for our customers and
teammates as a cost-effective and visionary organization.
The mission of the Pubic Affairs Team is to support all of the Solid Waste Authority’s marketing,
advertising, public and media relations efforts. The department serves as a full service in-house
advertising agency specializing in print, broadcast and outdoor advertising. The support provided by the
Public Affairs team allows internal departments the opportunity to properly promote, advertise, and
educate the public regarding matters such as recycling, proper disposal of household hazardous waste,
waste prevention and proper solid waste disposal procedures.




                                                                     104
                                                         FINANCE
Customer Relations (cont.):
The mission of the Recycling Services Team is to increase residential and commercial recycling
participation throughout Palm Beach County including municipalities through media campaigns, field
representation and community presentations. In addition, the Recycling Services section shall continue its
education component of the County’s residential and commercial recycling program by maintaining its
school education program which targets County students with specific environmental lesson plans and
programs designed to foster environmental stewardship at an early age.


Objectives:
        Maintain phone coverage satisfaction rating percentage.
        Maintain customer satisfaction rate from performance surveys.
        Maintain current number of neighborhood cleanups/projects performed.
        Maintain normal office operating procedure levels through continued proactive communications
         with community leaders and property managers thereby reducing unnecessary calls made to the
         Authority’s offices.
        To support the Solid Waste Authority’s effort to inform, educate and introduce proper
         procedures with regard to hurricane preparedness and disaster clean-up, increased recycling
         efforts and proper disposal of household hazardous waste.
        Support all departments within the Solid Waste Authority in their efforts to advertise, promote
         and educate the public.
        Increase residential recycling volumes.
        Provide operational and educational oversight and management of the county wide recycling
         effort.
        Develop and implement recycling mass media education campaigns and outreach programs.
        Maintain the small business drop off program with sufficient coverage of Palm Beach County.
        Refine the scope of community outreach and education initiatives.


Performance Measures:
                                                                               2006/07    2007/08    2008/09
                                     Description                               Actual    Estimated   Budget
         Percent of phone coverage satisfaction.                                 96          95        95
         Customer survey satisfaction rate percentage.                          100         95         95
         Number of neighborhood cleanups/projects performed.                    217        200        200
         Average number of daily calls received                                 234        300        300
         Percentage of work requests received and completed within requested    100%       100%       100%
         deadline.
         Increase residential recycling volumes from previous year (tonnage)   106,000    108,000    110,000




                                                                105
                                               FINANCE
                                              Section Summary
                                           Information Technology
                                                                  Actual           Actual           Budget           Budget
                                                                FY 05/06         FY 06/07          FY 07/08         FY 08/09
4034870 Information Technology
51000   Personal Services                                  $  888,083 $   967,960 $ 1,061,947 $ 1,092,457
53000   Operating Expenses                                    551,840     599,931     895,277     868,850
59000   Contingency/Admin Chg Off                               1,843       3,228       2,092       1,634
        Sub-total Operating Expenses                      $ 1,441,765 $ 1,571,120 $ 1,959,316 $ 1,962,941
4064870 Renewal & Replacement Fund                             47,412     359,353     739,981         -
4074870 Capital Improvement Fund                               21,375      27,105      36,238      64,200
        Total Information Technology                      $ 1,510,553 $ 1,957,578 $ 2,735,535 $ 2,027,141
        Positions                                                   13          13          13          13


Mission Statement:
The primary mission of the Information Technology (IT) section is to implement IT solutions that are cost-effective,
stable, and in step with the Authority’s initiatives and plans. This mission is based on four main perspectives:
       Management of Enterprise computing: To provide services and support for the Financial, Customer
        Information Services and Waste Information Management systems by analyzing user requirements and
        strategically planning and implementing solutions.
        To continually plan, evaluate, select, maintain and troubleshoot telecommunications systems and service
        plans.
        To manage and coordinate immediate response and recovery support activities pertaining to essential
        information technology systems: IT staff will continually review and validate requirements and strategies in
        the IT Disaster Recovery and Business Continuity plan.
       Management of client-server and desktop computing: To provide quality support for the Authority’s
        networks (LANs and WANs), client-server technology services and resources, desktops and end-users with
        planning and cost savings in mind.
       Ethical IT issues: To ensure the Authority meets IT copyright laws, and to provide a secure network.
       Accountability: (a) To research, create and evaluate new IT solutions and adopt those that are sufficiently
        stable and cost effective in providing enhanced information management; (b) To educate our customers
        about IT solutions to encourage improved productivity; (c) To bring real value to the information systems
        arena by striving to meet and surpass our customers’ expectations; (d) To commit IT staff to continued
        learning to gain knowledge required to meet the evolving IT needs of all segments of the Authority, and to
        maintain marketable IT skills that keep outsourcing and costs at a minimum.
Objectives:
       Perform preventative measures to keep network servers fully operational 99% of the time during prime
        time (8 AM – 5 PM Monday through Friday).
       Provide a minimum of one course per year per IT employee that is related to their primary job
        responsibility to improve the quality of existing IT personnel through career development. Keep training
        availability to retain staff, give IT staff the necessary tools and knowledge to provide quality services and
        support, and to keep staff in pace with the IT industry.
       Realize Authority-wide IT savings of at least $45,000 by applying cost analysis and long-term planning to
        the review process of all IT requests.
       Provide a medium to actively promote constructive open communication between IT and end-users on an
        Authority-wide scale. Provide at least one IT forum on IT’s status, plans, and goals: to receive feedback
        from end-users on IT’s performance and to utilize the results for an annual IT needs assessment.



                                                         106
                                                         FINANCE
Information Technology (cont.):




Performance Measures:


                                                                                       2006/07    2007/08    2008/09
                                      Description                                      Actual    Estimated   Budget
     Percent of Enterprise application systems programming cost handled by in-          100%       100%       100%
     house IT staff.
     Percent of business hours network servers fully operational.                      99.99%     99.99%     99.99%
     Percent of IT staff trained in at least one course related to their primary job    67%        100%       100%
     responsibility.
     Cost savings documented.                                                          $71,350    $45,000    $50,000
     Number of IT forums conducted.                                                      0          1          1




                                                                     107
FINANCE




  108
       eration
     Ope     ns


  ief Operating O
Chi             Officer



          anagement Services
    Land Ma
               perations
    •Landfill Op
    •Grounds M Maintenance
               Common Areas
    •Jog Rd. – C           s
    •Closed Lanndfills




           rt Services
    Transpor
    •West County Transfer Sttation
    •South Cou              Station
              unty Transfer S
              ounty Transfer Station
    •Central Co
    •North Cou              Station
              unty Transfer S
    •West Cent              ansfer Station
              tral County Tra




    Compos             te, & 
            st, Yardwast
    Utilities
    •Compost Operations
    •Yardwaste Operations
    •Utility Op
              perations




          ent Mainten
    Equipme         nance
              ntenance
    •Fleet Main
    •Equipment Maintenance
                         e




                 109
                                  eration
                                Ope     ns
                                     ting Expen
                                Operat        nses

       onal Services
   Perso                                g
                                Operating Expenses                          g
                                                        Contingency/Admin Chg Off

Millions
     $35

     $30

     $25

     $20

     $15

     $10

      $5

      $-

     $(5)
                        ctual
              FY 05/06 Ac        FY 06/07 Actual   FY 07/08        FY 08/09
                                                     udget
                                                    Bu              Budget




                       Total Autho
                       To                   ions ‐ 439
                                 ority Positi



                                                          117 
                                                                                   40 

                                261 

                                                                                    8 
                                                                                   48

                                                                 55 
                                                                              1 


                         ty Positions
            Total Authorit                           C
                                                     Chief Operating Officer
            Land Managem ment Services               T            vices
                                                     Transport Serv
            Compost/Yard dwste/Utility               Equipment Ma
                                                     E            aintenance




                                            110
                                             Operations
                                             Department Summary
                                                              Actual         Actual        Budget          Budget
                                                            FY 05/06       FY 06/07       FY 07/08        FY 08/09
4035800       Operations
51000         Personal Services                        $12,642,053 $ 13,464,118 $ 15,702,134 $         15,580,373
53000         Operating Expenses                        11,760,244   12,034,710   15,144,246           17,502,190
59000         Contingency/Admin Chg Off                   (633,997)    (195,023)    (481,743)            (170,939)
              Sub-total Operating Expenses             $23,768,300 $ 25,303,805 $ 30,364,637 $         32,911,624
4065800       Renewal & Replacement Fund                10,782,220   10,003,788   31,179,149           18,987,145
4075800       Capital Improvement Fund                   2,239,547    3,404,468    4,240,003              373,000
              Total Operations                         $36,790,067 $ 38,712,061 $ 65,783,789 $         52,271,769
              Positions                                         246          254          260                  261


The following Sections are organized under the Department Operations:
     1.   4035801    Chief Operating Officer
     2.   4035810    Land Management Services
     3.   4035820    Closed Landfills
     4.   4035830    Transport Services
     5.   4035850    Compost, Yardwaste & Utilities
     6.   4035870    Equipment Maintenance
Mission Statement:
Operations are responsible for the direct operation of the Authority's landfill disposal, ground
maintenance, transfer stations, equipment maintenance, compost, yardwaste and utilities units. The
emphasis of Operations are to assure that all solid waste and Solid Waste Authority facilities are managed
in a manner consistent with all local, state and federal ordinances, regulations and laws. It is the goal of
this Department through an environmentally sensitive operation to minimize the potential of associated
environmental health threats, thereby, protecting the residents of Palm Beach County. In addition, it is
the goal of Operations to provide for the economical disposal, processing and transfer of all waste, with
an emphasis on maximizing waste reduction programs.
Department Goals:
              100% compliance operating Authority solid waste facilities in conjunction with all federal,
               state, local laws and regulations as measured by state and local inspection personnel. [M-1]
              Implement new programs or policy changes as directed by the Governing Board in a timely
               manner. [V-1]
              Provide necessary support to ensure operating units achieve desired goals and objectives. [C-
               3]
              Calculate landfill consumption (availability) by end of second quarter. [C-4]
              Provide economical and efficient means of solid waste management. [C-2]
              Ensure adequate Transfer and disposal capacity for Palm Beach County. [P-1]
              Provide effective operation and maintenance of SWA leachate and gas recovery systems. [C-
               2]
              SWA deep well system runs to design capability and provides reliability for waste water
               disposal [C-4]
              Continue to evaluate long term disposal options for yard waste and the implementation of a
               portable grinding system [C-4]
              Provide support to other units so the mission of the Authority is attained [C-3]




                                                      111
                                                      Operations
                                                        Section Summary
                                                   Chief Operating Officer
                                                                       Actual               Actual             Budget             Budget
                                                                     FY 05/06             FY 06/07            FY 07/08           FY 08/09
4035801 Chief Operating Officer
51000   Personal Services                                       $     151,908        $    168,010        $     176,164       $   172,234
53000   Operating Expenses                                             26,867              29,349               41,450            45,500
59000   Contingency/Admin Chg Off                                         509                 538                  598             1,307
        Sub-total Operating Expenses                            $     179,284        $    197,897        $     218,212       $   219,041
4065801 Renewal & Replacement Fund                                        -                 5,685                  -                 -
4075801 Capital Improvement Fund                                          -                   -                    -                 -
        Total Chief Operating Officer                           $     179,284        $    203,582        $     218,212       $   219,041
        Positions                                                                1                   1                   1              1


Mission Statement:
The Chief Operating Officer is responsible for the overall administration and management of this
Department with the objective of implementing economical, efficient, and environmentally sound solid
waste management operations to benefit the residents of Palm Beach County.
Objectives:
    •   Improve efficiencies in resource allocation by implementing any cost saving plans within 30
        days of their approval.
    •   Keep abreast of developing solid waste management technologies.
    •   Conduct quarterly site meetings for field personnel for information distribution.
    •   Provide the necessary support to the Executive staff in the execution of their job functions.
    •   Provide accurate and timely information to the Governing Board to assist in implementation of
        their job functions.
Performance Measures:
                                                                     2006/07              2007/08            2008/09
                               Description                           Actual              Estimated           Budget
          Number of Quarterly Executive Employee Site Visits            4                    4                  4
          conducted.
          Number of Monthly Reports to Executive Management.            12                  12                  12
          Average transfer transportation cost                        $8.58                $8.70              $8.70
          Average outgoing transfer load (tons per load).             21.04                21.1                21.1
          Class1 density(pounds per cubic yard)                        1546                1750                1750
          Class III density (pounds per cubic yard)                    1065                1250                1250
          Tractor trailer utilization/payroll loads/tractor)          43.07                 45                  47
          Transfer Tons per hour                                      10.02                10.05              10.25
          Annual compost tons                                         67,983              68,000              68,000
          Yard Waste handled on site (cubic yards)                   109,782              110,000            110,000
          Transfer Station tonnage                                   1,334,533           1,400,000           1,400,000
          Combined landfill tonnage                                  863,563              860,000            875,000




                                                               112
                                                  Operations
                                                      Section Summary
                                               Land Management Services
                                                                            Actual        Actual             Budget         Budget
                                                                          FY 05/06      FY 06/07            FY 07/08       FY 08/09
4035810 Land Management Services
51000   Personal Services                                          $ 2,605,915 $ 2,797,655 $ 3,021,399 $ 3,006,729
53000   Operating Expenses                                           1,998,607   2,041,550   2,389,615   2,473,301
59000   Contingency/Admin Chg Off                                      331,877     706,176     556,108     924,311
        Sub-total Operating Expenses                               $ 4,936,400 $ 5,545,380 $ 5,967,122 $ 6,404,341
4065810 Renewal & Replacement Fund                                   1,839,224   3,418,740  24,176,402  15,758,000
4075810 Capital Improvement Fund                                        74,828   1,526,350     359,904         -
        Total Land Management Services                             $ 6,850,452 $10,490,470 $30,503,428 $22,162,341
        Positions                                                            50          53          55          55

The following Units are organized under the Section of Land Management Services:
     1. 4035813 Landfill Operations
     2. 4035814 Grounds Maintenance
     3. 4035816 Jog Road Site Common Area


Mission Statement:
Land Management Services is responsible for the final disposal of waste generated in Palm Beach County
and supporting the construction and grounds maintenance of Authority facilities. All duties are executed
to assure environmental protection and economical performance. To assure long-term landfill disposal
capacity, emphasis is placed on minimizing landfill consumption through consistent waste separation and
recycling efforts.


Objectives:
     •     Maintain environmental compliance 100 percent of the time as measured by satisfactory
           Department of Environmental Protection inspections.
     •     Maintain or reduce the Landfill operations cost as measured by annual cost summary report.


Performance Measures:
                                                                                     2006/08    2008/09          2008/09
                                      Description                                    Actual    Estimated         Budget
    Percent of environmental compliance as measured by FDEP landfill inspections.       4          4                4
    Class I tons managed.                                                            300000        300000        300000
    Class III tons managed.                                                          160000        150000        150000




                                                                 113
                                                     Operations
                                                         Section Summary
                                                          Closed Landfills
                                                                               Actual              Actual        Budget         Budget
                                                                             FY 05/06            FY 06/07       FY 07/08       FY 08/09
4035820 Closed Landfills
51000   Personal Services                                              $      -           $       -         $       -      $       -
53000   Operating Expenses                                                 19,901              29,606            60,555         93,255
59000   Contingency/Admin Chg Off                                             -                   -                 -              -
        Sub-total Operating Expenses                                  $    19,901         $    29,606       $    60,555    $    93,255
4065820 Renewal & Replacement Fund                                      4,243,671           2,417,682         1,300,000            -
4075820 Capital Improvement Fund                                              -                   -                 -              -
        Total Closed Landfills                                        $ 4,263,572         $ 2,447,288       $ 1,360,555    $    93,255




Mission Statement:
The Authority is responsible for repair and maintenance of landfills that they have closed or old landfills
the County operated in prior years. For landfills closed prior to 1985, groundwater quality surrounding
the facilities is monitored under permits issued by the Florida Department of Environmental Protection.
Landfills closed after 1985 are subject to a long term care requirement under Florida Statutes, which
includes maintenance and monitoring of groundwater quality and the establishment of escrow accounts to
fund the long term care. The following are the closed landfills the Authority currently maintains: (a)
Belle Glade (b) Pahokee (c) Cross State (d) Lantana (e) Dyer Blvd.


Objectives:
    •     Maintain a minimum efficiency of 95 percent of satisfactory landscaping inspections of closed
          landfills and operating facilities.


Performance Measures:


                                                                                              2006/07    2007/08     2008/09
                                       Description                                            Actual    Estimated    Budget
    Number of closed landfill and operating facility inspections noting the landscaping          6          6           6
    in satisfactory condition.




                                                                    114
                                                       Operations
                                                            Section Summary
                                                            Transport Services
                                                                           Actual       Actual              Budget          Budget
                                                                         FY 05/06     FY 06/07             FY 07/08        FY 08/09
4035830 Transport Services
51000   Personal Services                                           $ 5,917,024 $ 6,303,356 $ 7,245,714 $ 7,009,001
53000   Operating Expenses                                             2,179,438   2,418,280   2,688,049   2,744,512
59000   Contingency/Admin Chg Off                                        500,465     599,015     570,041     773,635
        Sub-total Operating Expenses                                $ 8,596,926 $ 9,320,651 $10,503,804 $10,527,148
4065830 Renewal & Replacement Fund                                     2,118,400   1,734,129   1,561,372   1,160,000
4075830 Capital Improvement Fund                                       2,064,876     734,932     235,300     142,000
        Total Transport Services                                    $ 12,780,202 $11,789,711 $12,300,476 $11,829,148
        Positions                                                             113         117         117         117


The following Units are organized under the Section of Transport Services:
    1. 4035832 West County Transfer Station
    2. 4035833 South County Transfer Station
    3. 4035834 Central County Transfer Station
    4. 4035835 North County Transfer Station
    5. 4035836 West Central County Transfer Station
Mission Statement:
The objective of the Transport Services Division is to transport waste and recyclables from the five transfer
stations located throughout Palm Beach County, in a safe and efficient manner.
Objectives:
     •      Maintain environmental compliance 100 percent of the time as measured by satisfactory
            Department of Health and Rehabilitation Services (HRS) inspections.
     •      Maintain the unit cost per ton of each facility as measured by the unit expenditure report.
Performance Measures:
                                                                                    2006/07       2007/08        2008/09
                                      Description                                   Actual       Estimated       Budget
   Percentage of environmental compliance                                            100%          100%           100%
   Average transportation cost per ton (dollars): ($9.35)
      West County Transfer Station                                                   $3.08         $3.69          $8.30
      South County Transfer Station                                                  $5.38         $6.45          $8.38
      North County Transfer Station                                                  $5.94         $7.12          $9.25
      West Central County Transfer Station                                           $7.09         $8.50         $11.05
     Central County Transfer Station                                                 $6.28         $7.53          $9.78




                                                                   115
                                                     Operations
                                                         Section Summary
                                             Compost, Yardwaste, & Utilities
                                                                              Actual               Actual    Budget     Budget
                                                                            FY 05/06             FY 06/07   FY 07/08   FY 08/09
4035850 Compost/Yardwaste/Utilities
51000   Personal Services                                             $ 1,509,452 $ 1,563,187 $ 2,344,381 $ 2,441,254
53000   Operating Expenses                                              4,188,401   4,524,126   6,286,167   5,997,004
59000   Contingency/Admin Chg Off                                         223,580     215,325     263,050     249,381
        Sub-total Operating Expenses                                  $ 5,921,434 $ 6,302,637 $ 8,893,598 $ 8,687,639
4065850 Renewal & Replacement Fund                                          2,992      97,587   3,227,525   2,019,145
4075850 Capital Improvement Fund                                            7,308     606,480   3,266,457     231,000
        Total Compost/Yardwaste/Utilities                             $ 5,931,733 $ 7,006,705 $15,387,580 $10,937,784
        Positions                                                               37          37          40          40


The following Units are organized under the Section of Compost & Yardwaste Operations:
      1.   4035852 Compost Operations
      2.   4035853 Yardwaste Operations
      3.   4035854 Utility Operations
Note: This section was under the Department of Engineering and Public Works in prior fiscal years.

Mission Statement:
Our goal is to operate the Compost and Yardwaste facilities at their available capacity. The activities will
be carried out in a manner providing for a quality operation that is economically competitive,
environmentally correct, and meets all national and local regulatory requirements.
Objectives:
      •      To operate the Compost Facility in a manner such that approximately 58,000 tons of wastewater
             residuals will be processed annually and in a manner that allows unlimited distribution of
             compost materials. The Compost Facility shall be operated in accordance with the Code of
             Federal Regulation 40 Part 503 and Florida Department of Environmental Protection Rule 62-
             640.850.
      •      To recycle between 100,000 to 110,000 tons of yardwaste at the North County landfill site and
             100,000 to 120,000 tons at the 20 mile bend site.
      •      To collect and deep well inject 100 percent of all process wastewater generated at the North
             County Resource Recovery Facility.
      •      Commission new landfill gas extraction systems at Site 7 landfills. Operate and maintain flare
             systems to mitigate odor control problems and remain in compliance with new air quality
             regulations (NSPS).




                                                                    116
                                                  Operations
Compost, Yardwaste, & Utilities (cont.):


Performance Measures:
                                                                                  2006/07    2007/08    2008/09
                                   Description                                    Actual    Estimated   Budget
    Tons of Yardwaste Vegetation Processed at North County Landfill site           98,853    100,000    100,000
    Tons of Yardwaste Vegetation Processed at 20 mile bend site.                  121,566    97,250     95,000
    Tons of Yardwaste Diverted to Landfill.                                          0         0          0
    Number of Incidents of Non-Conformance with Yardwaste Regulations.              0           0         0
    Tons of Wastewater Residuals Processed by Composting.                         53,475     53,600     55,000
    Tons of Wastewater Residuals Diverted to Landfill.                            12,651      2,796      2,000
    Number of Incidents of Non-Conformance with Compost Regulations.                0           0         0
    Process Wastewater Deep Well Injected (Million Gallons/Year).                  279.6      240.0      270.0
    Increase Quantity of LFG Extraction Systems in Operation (Operating Units =    1,250      1,518     1700.0
    MMCF).




                                                                   117
                                                     Operations
                                                           Section Summary
                                                   Equipment Maintenance
                                                                            Actual      Actual     Budget      Budget
                                                                          FY 05/06    FY 06/07    FY 07/08    FY 08/09
4035870 Equipment Maintenance
51000   Personal Services                                            $ 2,457,754 $ 2,631,910 $ 2,914,476 $ 2,951,155
53000   Operating Expenses                                              3,347,030   2,991,799   3,678,410   6,148,618
59000   Contingency/Admin Chg Off                                      (1,690,428) (1,716,077) (1,871,540) (2,119,573)
        Sub-total Operating Expenses                                 $ 4,114,356 $ 3,907,632 $ 4,721,346 $ 6,980,200
4065870 Renewal & Replacement Fund                                      2,577,934   2,329,965     913,850      50,000
4075870 Capital Improvement Fund                                           92,535     536,706     378,342         -
        Total Equipment Maintenance                                  $ 6,784,824 $ 6,774,303 $ 6,013,538 $ 7,030,200
        Positions                                                               45          46          47          48


The following Units are organized under the Section of Equipment Maintenance:
    1.   4035871 Fleet Maintenance
    2.   4035873 Equipment Maintenance Services
Mission Statement
Equipment Maintenance is responsible for the professional repair and maintenance of all mobile
equipment within the Solid Waste Authority. This function is to be conducted in an efficient manner
thereby ensuring maximum availability of equipment. Cost effective procedures are to be utilized at all
times and audit correct records and reporting must be maintained. This section is responsible for the
repair and maintenance of over 1,000 units. Maintenance Support Services is also responsible for the
Authority's inventory system that accounts for parts, fuel, oil and labor charge off.
Objectives:
    •     To maintain competitive shop rates of under $55/hour by continuing 90% productivity rate.
    •     To produce audit correct reports and distribute on or before the 5th of every month.
    •     Complete 90 percent of repairs on schedule.
    •     To maintain less than 1% inventory variance on annual reports.
    •     To inspect, evaluate, and assign a completion time within 48 hours for all repairs of mobile
          equipment.
Performance Measures:
                                                                          2006/07     2007/08    2008/09
                                  Description                             Actual     Estimated   Budget
          Productivity (# of billable hours vs. available hours).          90%          90%       90%
          Average shop rate per hour (dollars / hour).                    $50.00      $53.00     $55.00
          Number of preventative maintenance services.                     2069        2164       2200
          Variance rate (percent) of inventory variance.                   >1%         >1%        >1%
          Number of repair orders processed.                              31311       29790      30000




                                                                    118
                                                 Capital Budget

   The Capital Budget is not a separate budget and                Project request forms when submitted are sent to
   the process runs concurrently with the Operating               the unit of Project Engineering for review of
   Budget. For the purposes of presentation, we                   feasibility and cost projections. Machinery and
   have broken out the detail of the Capital Budget               Equipment request forms are submitted to
   from the other sections of the document. As                    Equipment Maintenance and MIS sections also
   explained in the Introduction, the Authority for               for review. The projects and the equipment
   financial statement (CAFR) purposes is                         requests are prioritized and submitted to the
   comprised of one Enterprise Fund. However,                     Executive Director for approval prior to the
   for fiscal planning, budgetary appropriation and               Budget Workshop with the Governing Board
   to be in compliance with our Trust Indenture we                and public. When the CIP is presented to the
   divide the Enterprise Fund into nine funds. For                Governing Board (usually in August), the
   presentation, the Capital Budget is comprised of               Capital Budget items that are part of the
   the Renewal and Replacement Fund and the                       Proposed Budget are included as year one of the
   Capital Improvement Fund (see page 33 or the                   five year plan (see the Five Year Capital Plan
   glossary for these fund definitions). The                      later this section).
   exception is the Capital Improvement Plan (CIP)
                                                                  Presented below is the Capital Budget divided
   that does include those projects that are funded
                                                                  into: (a) capital projects for the Renewal and
   from Project Construction (Bond) Funds.
                                                                  Replacement Fund; (b) capital projects for the
   The Capital Budget process akin to the                         Capital Improvement Fund; (c) additional
   Operating Budget begins in late January or early               Machinery and Equipment schedule (d) Five
   February with request forms and supporting                     Year Capital Improvement Plan. The capital
   reports distributed to the departments. The                    projects as presented contain a brief description
   capital project and equipment request forms                    of the facility or operation and the project itself
   require as part of the documentation to justify                along with a table that contains the project cost,
   the request and to quantify the operating impact               project and budget location and a statement of
   if the project or equipment is approved. Capital               operating budget impact.




                                                       Summary

                                                                                    R&R          Cap.Impr.
            Description                                                            Amount         Amount
            Total Capital Projects                                               $ 28,159,245    $ 611,200
            Average Cost of Replacing Machinery and Equipment (1)                   7,000,000
            Additional Machinery and Equipment                                                       122,580
            Total Funds                                                          $ 35,159,245    $   733,780

Notes:
   1.    During the budget process, the Authority calculates the five year average cost to replace Machinery and Equipment.
         This method is designed to avoid periodic spikes in the Renewal and Replacement Fund and results in a somewhat
         level funding. The FY 2008/09 budget was established at $7.0 million.




                                                            119
                                          Capital Budget

                                    Renewal & Replacement Fund


                                         70%

                                                                                        6%

                                                                     20%
                                                  4%




                                  Extraordinary Repair     Landfill Development
                                  Facility Renovations     Asset Replacement


Renewal and Replacement Fund:

      1.     Extraordinary Repair
             The Authority operates the only active landfill in Palm Beach County. In addition to maintaining
             environmental compliance with this landfill (NCSWDF), the Authority is also responsible for the
             environmental compliance of the six closed landfills in the county. This responsibility includes
             groundwater testing, monitoring and compilation of the data. This project calls for the
             replacement of any ground water monitoring wells at any of the landfills.
              Project Cost:                    $10,000
              Project and Budget Location:     This project is located at the North County Landfill or any of
                                               the closed landfills and is budgeted under the Unit of
                                               Environmental Programs.
              Operating Budget Impact:         There will be no increase to personnel and operating costs.


      2.     Landfill Cell Development
             The North County Solid Waste Disposal Facility (NCSWDF) is the only active landfill in Palm
             Beach County. The Authority’s Comprehensive Plan calls for continual landfill cell construction
             to meet the solid waste disposal needs of the county. Project costs include engineering design,
             demucking and fill material, construction of a leachate and landfill gas collection system,
             installation of landfill cell liner material and cell construction.
              Project Cost:                    Engineering $2,000,000 – Construction $7,000,000
              Project and Budget Location:     The project is located at the North County Landfill and is
                                               budgeted under the unit of Project Engineering.
              Operating Budget Impact:         Employee and operating cost for the North County Landfill is
                                               approximately $2.8 million. However, the construction of
                                               additional landfill space has little or no effect on operating
                                               costs of the additional cells. New cells are constructed as the
                                               existing ones are utilized to capacity.


                                                     120
                                     Capital Budget


Renewal and Replacement Fund (cont.):

3.     Facility Renovation
       The Authority’s 42,000-sq. ft. administration building was constructed in 1990 and is located
       adjacent to the NCRRF and North County Landfill (NCSWDF or Site 7). Repair projects are: (a)
       replace the entrance and patio floor laminate; (b) replace the flat roofs at the facility; (c) Replace
       existing lights with T-8 bulbs; (d) Replace the air handler for unit #7.
        Project Cost:                     Flooring $48,100 – Roofs $61,000 – Lights $15,000 – Air
                                          Handler $38,000
        Project and Budget Location:      This project is located at the Administration Building and is
                                          budgeted under the unit of Purchasing.
        Operating Budget Impact:          There will be no increase to personnel and operating costs
                                          (R/M) should initially be reduced with this project.


4.     Extraordinary Repair to Facility
       The areas that contain the North County Landfill (NCSWDF) and NCRRF facilities are identified
       as Site 7. Site 7 has the following facilities: Landfill Operations Office; RMRF, CMRF,
       HHWCF, Equipment Maintenance and two Weigh Stations. The projects call for the replacement
       of two of the three scales at the entrance to the NCRRF. In addition, due to deterioration,
       approximately 2,000 feet of post and fencing are needed to be replaced.
        Project Cost:                     Scales $190,000 – Fencing $68,000
        Project and Budget Location:      The project location at Site Seven and is budgeted under the
                                          Department of Operations.
        Operating Budget Impact:          There will be no increase to personnel and operating cost
                                          (R/M) should initially be reduced with this project.


5.     Landfill Development
       In 1996, the Authority entered into a three party sale – purchase agreement whereby 1600 acres in
       western Palm Beach County were acquired. The acquired property was allocated for a future
       landfill site. The permitting process of a new landfill can take 5 to 10 years; therefore, the initial
       engineering and permitting process has started. The Governing Board approved initial funding
       the engineering and construction cost (approximately $108 million) over a nine year period rather
       than issue use debt. This decision will result in an approximate savings of $65 million over debt
       financing. Additional funding cost of approximately $173 million is planned to be included with
       the 2008 and 2012 Bond issues.
        Project Cost:                     Landfill Development Engineering - $4,500,000
                                          Landfill Development Construction - $11,000,000
        Project and Budget Location:      The project is located at the western county site and the
                                          budget is under the Department of Operations.
        Operating Budget Impact:          There is no increase to personnel. Operating Cost of future
                                          landfill operations are estimated at approximately $3 million.
                                          However, this impact will not be applicable for many years

                                                121
                                    Capital Budget
                                        (5-10 years).
Renewal and Replacement Fund (cont.):

6.     Extraordinary Repair to Facility
       The North County Transfer Station is located on Military Trail and Donald Ross Road and was
       constructed in 1991. The project calls for the replacement of the facility wash down system.
        Project Cost:                   $130,000
        Project and Budget Location:    The project is located and budgeted at the North County
                                        Transfer Station.
        Operating Budget Impact:        There is no increase to personnel. Operating Cost (R/M)
                                        should be reduced (<$1,000).


7.     Extraordinary Repair to Facility
       The West Central County Transfer Station is located adjacent to Southern Blvd. and State Road
       441. The transfer station was constructed in 1993. The project calls for: (a) replacement of the
       facility wash down system; (b) replacement of the tipping floor.
        Project Cost:                   Wash Down System $130,000 – Tipping Floor $900,000
        Project and Budget Location:    The project location at and budgeted at the West Central
                                        County Transfer Station.
        Operating Budget Impact:        There will be no increase to personnel and operating cost
                                        (R/M) should be initially reduced (<$5,000).


8.     Extraordinary Repair to Facility
       The Authority operates a 50,000 tons per year Compost Facility, one of the largest in the nation.
       The facility combines processed vegetation with wastewater sludge to produce a marketable
       commodity. The project calls for the replacement of the fire sprinkler heads within the
       processing bays.
        Project Cost:                   $49,145
        Project and Budget Location:    The project is located and budgeted at the Compost Facility
                                        adjacent to NCSWDF (Site 7).
        Operating Budget Impact:        There will be no increase to personnel and operating costs
                                        (R/M) should initially be reduced with this project (<$1,000).




                                              122
                                           Capital Budget
Renewal and Replacement Fund (cont):


      9.     Renovations to Facility
             The Authority operates a utility monitoring facility adjacent to the NCRRF. This facility among
             many of its responsibilities monitors the electrical power generated at the NCRRF through the
             interconnect system to Florida Power and Light (FPL). It also monitors the leachate collection,
             landfill gas collection, wastewater collection, potable and non-potable water supply, and the deep
             well injection system (This monitoring system is known as the SCADA system). The projects
             calls for: (a) continued renovation of the leachate collection system; (b) replace the industrial
             supply well on Site 7; (c) Expand the landfill gas system on the Class I landfill (NCSWDF); (d)
             Evaluation of additional uses of landfill gas (i.e. electric generation).
              Project Cost:                    Leachate Collection System $500,000 – Industrial Supply
                                               Well $120,000 – Landfill Gas System $1,200,000 –
                                               Evaluation of Gas Systems $150,000
              Project and Budget Location:     The project is located at the NCSWDF (Site 7) and is
                                               budgeted under the unit of Utility Operations.
              Operating Budget Impact:         There will be no increase to personnel and operating cost
                                               (R/M) associated with this project should be minimal (<
                                               $5,000).


      10.    Extraordinary Repair to Facility
             The Authority’s Equipment Maintenance Facility is located adjacent to the NCRRF and on Site 7.
             This facility was constructed in 1990 and the project calls for replacing a portion of the building’s
             roof.

              Project Cost:                    $50,000
              Project and Budget Location:     The project is located and budgeted at the Equipment
                                               Maintenance Facility.
              Operating Budget Impact:         There will be no increase to personnel and no operating cost
                                               associated with this project.




                                                     123
                                          Capital Budget

                                       Capital Improvement Fund



                               45.9%                                                      25.8%



                                                                   16.7%
                                              11.6%




                               New Facility               Facility Enhancement
                               System Enhancement         Machinery & Equipment

Capital Improvement Fund:

      1.     Facility Enhancements
             The Authority operates the only active landfill in Palm Beach County. In addition to maintaining
             environmental compliance with this landfill (NCSWDF), the Authority is also responsible for the
             environmental compliance of the six closed landfills in the county. This responsibility includes
             groundwater testing, monitoring and compilation of the data. This project calls for additional
             ground water monitoring wells at any of the landfills that might be required.
              Project Cost:                   $20,000
              Project and Budget Location:    This project is located at the NCSWDF or any of the closed
                                              landfills in the county. The budget is under the unit of
                                              Environmental Programs.
              Operating Budget Impact:        There will be no increase to personnel or operating costs
                                              associated with this project.


      2.     Facility Enhancement
             The Authority owns but contractually operates a Waste-to-Energy facility designed to process a
             minimum of 2,000 tons of municipal solid waste (MSW) a day. The North County Resource
             Recover Facility (NCRRF) was constructed in 1989 and has a 20 year contract with the current
             operator. The project calls for adding an odor control system to the existing RDF processing
             section of the facility.
              Project Cost:                   $175,000
              Project and Budget Location:    The project is located at the NCRRF and budgeted under the
                                              Section of Engineering.
              Operating Budget Impact:        There is no increase to personnel or operating expenses
                                              (supplies) will be minimal (<$5,000).




                                                    124
                                           Capital Budget
Capital Improvement Fund (cont):

       3.     System Enhancement
              The Authority’s Information Technology is responsible for all data and voice systems. In
              addition to many of its task and responsibility is to provide a backup system in the case of a
              disaster. This project that originally was started in 2004 now calls for additional funding to
              acquire a blade enclosure that will contain blade servers for each production servers.
               Project Cost:                    $64,200
               Project and Budget Location:     The project is located at the Central County Transfer Station
                                                and budgeted under the unit of Information Technology.
               Operating Budget Impact:         There is no increase to personnel or operating expenses at this
                                                time.
       4.     New Facility
              The Authority operates a utility monitoring facility adjacent to the NCRRF. This facility among
              many of its responsibilities monitors the electrical power generated at the NCRRF through the
              interconnect system to Florida Power and Light (FPL). It also monitors the leachate collection,
              landfill gas collection, wastewater collection, potable and non-potable water supply, and the deep
              well injection system. The original monitoring and office building was constructed in 1990 and
              the project calls for the design and construction of a new office and storage building that meets
              the expanded needs of the Utility Operations and Facility Maintenance sections. This is a multi-
              year funded project that began in fiscal year 2007. The additional funding for 2009 is for office
              furniture.
               Project Cost:                    Furniture $85,000
               Project and Budget Location:     The project is located at the Utilities Monitoring Facility
                                                adjacent to NCRRF on Site 7 and budgeted under the unit of
                                                Utility Operations.
               Operating Budget Impact:         There is no increase to personnel and operating expenses will
                                                have minimal impact (R/M <$10,000).


       5.     System Enhancement
              The Authority operates a utility monitoring facility adjacent to the NCRRF. This facility among
              many of its responsibilities monitors the electrical power generated at the NCRRF through the
              interconnect system to Florida Power and Light (FPL). It also monitors the leachate collection,
              landfill gas collection, wastewater collection, potable and non-potable water supply, and the deep
              well injection system. The project calls for the creation of an Atlas and GIS Tracking System for
              Site 7.
               Project Cost:                    $125,000
               Project and Budget Location:     The project is located at the Utilities Monitoring Facility
                                                adjacent to NCRRF on Site 7 and budgeted under the unit of
                                                Utility Operations.
               Operating Budget Impact:         There is no increase to personnel and operating expenses will
                                                have minimal impact (R/M <$1,000).




                                                      125
                                            Capital Budget
Capital Improvement Fund (cont):

       6.     Facility Enhancement
              The West County Transfer Station located in Belle Glade was completed in 1997 and provides
              services for municipalities and the unincorporated areas of the western portion of the county. The
              project calls for constructing a wash down system for the tipping floor and loading areas.
               Project Cost:                    $130,000
               Project and Budget Location:     The project is located and budgeted at the West County
                                                Transfer Station.
               Operating Budget Impact:         There is no increase to personnel and operating expenses will
                                                have minimal impact (R/M <$1,000).


       7.     Facility Enhancement
              The South County Transfer Station is located off of Linton Blvd. in Delray Beach and is the
              oldest of the Authority’s five transfer stations. Constructed in 1986 the project calls for the
              construction of two push walls on the tipping floor.
               Project Cost:                    $12,000
               Project and Budget Location:     The project is located and budgeted at the South County
                                                Transfer Station.
               Operating Budget Impact:         There is no increase to personnel and operating expenses will
                                                have minimal impact (R/M <$1,000).




                                                      126
                                               Capital Budget
                                    Additional Machinery and Equipment
Each year during the budget process, departments are requested to assess their machinery and equipment needs.
Their requests are submitted along with their operating line item budget for review. Once the capital equipment is
approved they become part of the adopted budget. With the procurement of additional capital equipment comes
normal operating and repair and maintenance cost. Departments are instructed to include these additional
operating costs when they submit their line item budgets. In most cases the operating impact on the
departmental budget is minimal. Departments responsible for repair and maintenance to mobile equipment,
computer equipment and/or facility maintenance are provided the list of approved equipment in order that any
needed adjustment to their budgets can be made. The following is a list by operating unit and item of the
approved capital equipment budgets.


                Unit No.      Unit Name Item Description                             Amount

                4074231       Environmental Programs
                                            Ground Monitoring Pumps (30)            $    45,000
                                            Computer Server for GIS System               10,000
                              Sub-Total                                             $    55,000


                4074261       Risk & Safety Management
                                            Storage Shed                            $      5,000
                              Sub-Total                                             $      5,000


                4074274       Facility Maintenance
                                            Laser Printer                                  2,000
                                            Office Copier                                  5,080
                              Sub-Total                                             $      7,080


                4074862       Public Affairs
                                            64gb Storage Cards (Hi-Def Camera)      $    20,000
                                            Shelving for Van                               2,500
                                            Executive Producer Media Exchange              9,000
                                            High Powered Light Kit                        3,000
                              Sub-Total                                             $    34,500


                4075854       Utility Operations
                                            Electro Fusion Machine                  $      6,000
                                            Gas Analyzer                                   9,000
                                            Control Room Charts                           6,000
                              Sub-Total                                             $    21,000

                              Total Machinery and Equipment                         $   122,580




                                                       127
                                     Capital Budget




The new Central County Transfer Station under construction. Construction was completed June 2008.




                                              128
                                   Five-Year Capital Plan

Capital Plan: Why do we have one?
                                                              New or expanded physical facilities.
The Authority provides necessary and required
environmentally responsible and economical                    Road construction and improvements.
solid waste management services to the citizens               Large scale rehabilitation or replacement of
of Palm Beach County. In order to provide                      existing facilities.
these services, the Authority must furnish and
maintain capital facilities and equipment such as             Cost of engineering or consulting services
transfer stations, landfills and mobile equipment.             relative to the improvement.
The Authority, as part of its budget process,                 The acquisition of land for the new or
prepares and submits to the Governing Board a                  expanded physical facilities.
Five-Year Capital Improvement Plan (CIP)
beginning with the next fiscal year. The Five-
Year Plan is a planning document and the                   Preparation of the Capital Improvement Plan is
Authority’s Governing Board is under no                    assigned to the Capital Improvement Planning
covenant to adopt this plan. This plan does not            Committee made up of representatives from the
appropriate or fund these capital projects.                Department of Engineering and Public Works,
However, the Authority’s policy is to include as           the Department of Financial Management and
year one cost, those capital projects and                  the Executive Director’s Office. The process
purchases in the plan that will be appropriated            initiates with project request forms that are
through the next fiscal year’s budget.                     submitted by the Departments separately from
Benefits of Capital Improvement                            the operating budget requests. These specialized
                                                           forms require that the project or capital
Planning:
                                                           equipment be fully described, include
   It establishes a system of examining and               justification, cost estimates, an implementation
    prioritizing the needs of the Authority and            schedule and a statement of impact on the
    assures that the most essential improvements           Authority’s annual operating budget.
    are provided first.
                                                           The Capital Improvement Planning Committee
   Provides a mechanism for coordinating and              has been delegated the responsibility to review
    consolidating the Authority’s departmental             all capital projects for cost estimates and relative
    request, thereby preventing duplication of             prioritization in accordance with the Authority’s
    projects and equipment.                                comprehensive plans. The committee’s
                                                           prioritization and availability of funding forms
   Provides an important implementation                   the basis of the draft plan. The draft plan is
    device for growth management.                          submitted to the Executive and Chief Officers
   Coordinates physical with financial                    for review and subsequent changes. The Budget
    planning, allowing maximum benefits from               Office does the final compilation and submits it
    available funding sources.                             to the Executive Director for approval prior to
                                                           its submittal to the Governing Board.
Capital Improvement Planning Process:
                                                           Responsibilities in Planning and
Only projects that meet the definition of a
                                                           Implementation:
capital improvement are included in the Capital
Improvement Plan. Capital Improvements are                 The Capital Improvement Plan by virtue of its
defined as physical assets, constructed or                 comprehensive character involves the full
purchased that have a minimum cost of $1,000               continuum of the Authority. The Executive
and an expected useful life in excess of one year.         Director, the Departments, the CIP Committee,
Examples of Capital Improvements are:                      and the Governing Board must coordinate their
                                                           actions to accomplish a successful program for
                                                           the Authority and the taxpayers of Palm Beach
                                                           County.


                                                     129
                                     Five-Year Capital Plan
Operating Departments: The key role in the                  Governing Board: While the departments and
initial process of the Capital Improvement Plan             the committee plays a very significant role in the
falls upon the departments. By virtue of their              capital improvement plan process, the ultimate
technical knowledge and experience in the                   success of the program rests with the Governing
individual fields, it is the responsibility of the          Board. Only the Governing Board can authorize
departments to submit program items that state              the expenditure of public funds, in this case by
the needs as well as their relative importance to           adopting year one of the Capital Improvement
the department and/or Authority.                            Plan as that fiscal year’s capital budget.
                                                            Therefore, the final priorities placed on the
Department of Finance: The Department of
                                                            Authority’s needs and the subsequent
Finance provides information concerning the
                                                            satisfaction of those needs is a matter of
Authority’s past, present and future financial
                                                            Governing Board decision and control.
resources. The Finance department prepares and
distributes the forms and instructions used by the          Criteria for Addressing Prioritization of
departments in submitting their request. As the             the Capital Improvement Plan:
program develops, Finance assists in the review
and evaluation of project submission and guides             The criteria of the highest prioritization of
the administration of the program through its               capital projects are those that deal with the
function of budget control and formulating                  Authority’s responsibilities for solid waste
changes in fiscal policies. Once the draft plan is          management in the county as outlined in the
completed and approved by the Executive                     Authority’s Comprehensive Plan. The criteria
Director, the Plan is prepared for submission to            should address such issues as (a) Why the
and adoption by the Governing Board.                        Project is needed (b) Type of service the project
                                                            will provide (c) Physical location of the project.
Department of Administration: This
                                                            Why the project is needed:
department has the following responsibilities:
(1) Provide assistance, if needed, in the                      To correct operational and public safety.
preparation of the request. (2) Review the cost
                                                               To eliminate existing deficiencies in providing
projections in the request. (3) Provide                         established levels of service.
information and assistance to the Finance
department in the analysis of the Authority’s                  To maintain levels of service as new growth
financial requirements.                                         occurs.

Capital Improvement Planning (CIP)                             To increase existing levels of service to desired
                                                                levels of service.
Committee: The CIP Committee has the
following responsibilities: (1) Consultation with              To provide for the renewal and replacement of,
the various submitting departments regarding                    and improvements to, existing Authority
their individual submissions. (2) Review the                    infrastructure and physical assets.
entire program with the objective of establishing              To implement the Authority’s Goals, Objectives
the urgency, benefit and priority of the project in             and Policies or other planned elements.
relation to the current and projected financial
resources. (3) Deliberations by the committee               Type of service the project will provide:
should be predicated on the objective to provide               Essential projects are directly related to
for the environmentally responsible and                         protecting the immediate health and safety of
economical solid waste management services to                   citizens and Authority employees from an
the citizens of Palm Beach County. Its members                  existing or imminent hazard. Essential projects
should be in a position to have a thorough                      will be given the highest priority.
awareness of the Authority’s needs and any                     Necessary projects are directly related to
limited financial resources available for those                 maintaining the level of service for items
needs. (4) The committee’s recommendation                       mandated by Federal and State laws and
should be a statement of relative solid waste                   regulations. Necessary projects will be given a
management requirements conditioned by the                      high priority.
availability of the resources to finance them.

                                                      130
                                         Five-Year Capital Plan
   Desirable projects are related to enhancing                   The Capital Improvement Plan, on the other hand,
    Authority facilities or equipment. Desirable                  includes one-time costs for capital projects that may
    projects will be prioritized based on the level of            last several years. The projects result in procurement
    service affected and the availability of funds.               or construction of major physical assets for the
                                                                  Authority. Resources for the Capital Improvement
Physical location of the project:                                 Plan can come from the same resources as the
   The projects that correct service and                         operating budget, but the more costly projects are
    infrastructure deficiencies in areas of                       mainly funded from bond proceeds. In addition, the
    revitalization and redevelopment should receive               Capital Improvement Plan is a forecasting device
    special consideration in establishment of the                 intended to assist management and is not intended to
    project priority. Special consideration gives                 appropriate funds.
    these projects higher consideration when they                 In spite of the differences, the operating budget and
    fall into the prioritization categories of Essential,         Capital Improvement Plan are closely linked. The
    Necessary or Desirable.                                       most obvious connection is the fact that the operating
The project will be given a high priority within the              budget assumes the cost of maintaining and operating
category of Desirable when related to growth                      new facilities or equipment that are built or procured
management and the fulfillment of providing services              under the Capital Improvement Plan.
to developing areas.                                              Operational needs drive the capital budget. For
Relationship Between the Operating                                example, population growth in the county produces
                                                                  an increased solid waste disposal demand that
Budget and the Capital Improvement                                requires additional landfill cell development
Plan:                                                             construction projects. Some capital improvements
There are many features that distinguish the                      will actually decrease maintenance costs, such as
Authority’s operating budget from the Capital                     replacement of a tipping floor at a transfer station
Improvement Plan. The operating budget includes                   will reduce the maintenance cost of heavy equipment
expenses that are generally of a recurring nature and             used at the facility.
are appropriated for one year only. It provides for the
funding of all Authority services, but does not result
in the procurement of physical assets of the
Authority. Year to year changes in the operating
budget are expected to be fairly stable, and represent
incremental changes in the cost of doing business in
providing solid waste services. Resources for the
operating budget are assessment fees and the various
user fees generated from year to year.




                                                            131
                Five-Year Capital Plan
                     Summary Schedule

Renewal and Replacement Fund:
    Asset Replacement Program                 $    37,163,000
    Environmental Programs                             60,000
    Project Engineering                            58,926,687
    NCRRF                                              83,003
    Residential Processing (RMRF)                     221,981
    Financial Management                            1,120,350
    Weighstations                                     725,000
    Information Technology                            239,868
    Administration Building                         1,852,402
    Landfill Operations                               131,829
    Site Seven Common Areas                         1,658,000
    West County Landfill                           99,709,221
    Closed Landfills                                  429,324
    Transfer Stations                               5,934,449
    Compost Operations                                967,623
    Yardwaste Operations                              280,000
    Utility Operations                              5,642,226
    Equipment Maintenance                             509,720
Total Renewal and Replacement Fund            $   215,654,683

Capital Improvement Fund:
    Hazardous Waste Facility (HHWCF)          $       418,146
    Environmental Programs                            121,030
    Project Engineering                               353,627
    NCRRF                                             175,000
    NCMBF                                             152,300
    Weighstations                                     120,000
    Administration Building                           141,221
    Information Technology                            113,265
    Site Seven - Common Areas                       2,230,260
    Transfer Stations                                 337,000
    Compost Operations                                 54,500
    Yardwaste Operations                            1,100,000
    Utility Operations                                997,202
    Equipment Maintenance                              79,793
    Machinery and Equipment                         2,392,580
Total Capital Improvement Fund                $     8,785,924

Project Construction Funds (Subordinated Debt & Bond Proceeds):
     South County Transfer Station                   9,089,216
     Central County Transfer Station                 7,291,962
     North County Transfer Station                     712,020
     West Central County Transfer Station              442,569
     South West County Transfer Station             42,741,574
     NCRRF                                         180,000,000
     MRF &FPF                                       10,067,077
     NCMBF                                         694,000,000
     Weighstation Relocation                        14,077,640
     NCSWDF - Utilities & Roads                     13,000,000
     Land Acquisition & Dredge Projects             67,964,765
     West County Landfill                          173,500,000
     Contingency                                    56,200,000
Total Project Construction Funds              $ 1,269,086,823




                              132
                                              Five-Year Capital Plan

                                            Renewal and Replacement Fund:
Note: Amounts in the FY 2008 column for the Renewal and Replacement Fund are projects that have been
previously appropriated and will come forward as a budget amendment to FY 2009. Amounts are unencumbered
balances as of June 30, 2008.
                                                      Asset Replacement Program
                                           FY 2008           FY 2009          FY 2010          FY 2011          FY 2012           FY 2013             TOTAL
Pooled Funds                          $        -       $    7,000,000    $   7,210,000    $   7,426,000    $   7,649,000    $    7,878,000     $   37,163,000


During this year’s budget process, staff calculated the average cost to replace Machinery and Equipment over the
next five years. This procedure is designed to avoid periodic spikes in the Renewal and Replacement Fund. This
would result in a somewhat level funding as compared to previous years funding based on a list of equipment to be
replaced during the budget year. The cost and approximate fiscal year is listed in the adjacent table. Operating
Budget Impact: There are no new personnel and operating costs associated with this project. By replacing the
equipment, repair and maintenance costs are kept from escalating.


                                                       Environmental Programs
                                           FY 2008           FY 2009          FY 2010          FY 2011          FY 2012           FY 2013             TOTAL
Replacement of Ground Water
Monitoring Wells                      $     10,000 $          10,000     $     10,000 $         10,000     $     10,000     $      10,000 $           60,000


The Authority currently operates the only active landfill in Palm Beach County. In addition, it is responsible for
maintaining six closed landfills within the county. This responsibility includes groundwater testing for
environmental compliance. This project calls for the replacement of ground water monitoring wells at any landfill
as the need arises. The cost and approximate construction period is listed in the adjacent table. Operating Budget
Impact: There will be no increase to personnel and operating costs associated with this project.


                                                           Project Engineering
                                           FY 2008           FY 2009          FY 2010          FY 2011          FY 2012           FY 2013             TOTAL
Extraordinary R/M to L/F(non-
capital)                              $     40,164     $         -       $    300,000     $    300,000     $    300,000     $     300,000      $    1,240,164
Landfill Cell Development - Eng.           271,383          2,000,000        2,000,000        2,500,000        3,000,000         3,000,000         12,771,383
Landfill Cell Development - Constr.       1,820,616         7,000,000        9,000,000        7,000,000        9,000,000         8,000,000         41,820,616
Dredge & Transport Fill Material           432,204                   -        500,000          500,000          600,000           700,000           2,732,204
Modify Deep Well Injection System         11,240.00              -                -                -                -                  -              11,240
R/M Leachate Collection System              51,080                   -                -                -                -                  -          51,080
Charge off Construction                    300,000                   -                -                -                -                  -         300,000
Sub-total                             $   2,926,687    $    9,000,000    $ 11,800,000     $ 10,300,000     $ 12,900,000     $   12,000,000     $   58,926,687


The North County Solid Waste Disposal Facility (NCSWDF) is the only active landfill in Palm Beach County. The
Authority’s Comprehensive Plan calls for continual landfill cell construction to meet the solid waste disposal needs
of the county. Project costs include engineering design, demucking and fill materials, construction of a leachate and
landfill gas collection system, installation of landfill cell liner material and cell construction. The cost and
approximate construction period is listed in the adjacent table. Operating Budget Impact: Employee and operating
cost for the North County Landfill is approximately $5.0 million. However, the construction of additional landfill
space has little or no effect on operating cost of the additional cells. New cells are constructed as the existing ones
are utilized.




                                                                     133
                                             Five-Year Capital Plan

Renewal and Replacement Fund (cont):
                                                               NCRRF
                                          FY 2008           FY 2009       FY 2010       FY 2011       FY 2012       FY 2013         TOTAL
Plant Refurbishment - Project Eng.   $     44,700    $         -      $      -      $      -      $      -      $      -      $     44,700
Modification to Facility & System          38,303              -             -             -             -             -            38,303
Sub-total                            $     83,003    $         -      $      -      $      -      $      -      $      -      $     83,003


The Authority owns and but contractually operates a Waste-to-Energy facility designed to process a minimum of
2,000 tons of municipal solid waste (MSW) a day. The North County Resource Recovery Facility (NCRRF) was
constructed in 1989 and has a 20 year contract with the current operator. The contract calls for responsibility of
normal maintenance to the facility with the contract operator. However, it is anticipated that major renovations and
extraordinary repairs will need to be done prior to renewal of the contract in FY 2010. The majority of the cost for
the construction and equipment replacement will be funded with future debt (2008 Bond issue). This project cost is
for preliminary engineering and minor repairs. The cost and approximate construction period is listed in the adjacent
table. Operating Budget Impact: There will be no increase in personnel and any operating cost increase associated
with this project will be included with the new negotiated contact.


                Residential Materials Recycling Facility (RMRF) – Ferrous Processing Facility (FPF)
                                          FY 2008           FY 2009       FY 2010       FY 2011       FY 2012       FY 2013         TOTAL
Design of New FPF                    $    175,150    $         -      $      -      $      -      $      -      $      -      $    175,150
Design of New MRF                          46,831              -             -             -             -             -            46,831
Sub-total                            $    221,981    $         -      $      -      $      -      $      -      $      -      $    221,981


The Authority owns and contracts for the operation of the Residential Materials Recycling Facility (RMRF). This
facility is located at Site 7 and processes newsprint, plastic, glass, aluminum and other misc. materials collected
through the residential collection programs. This facility along with the adjacent Ferrous Processing Facility is in
the foot-print of the NCSWDF as it expands and it will become necessary to relocate these facilities within the 2009-
2011 timeframe. The cost listed here is for initial location feasibility and design cost. The actual cost of
construction of the new facilities will be funded with future debt proceeds (see project construction funds later this
section). Operating Budget Impact: There will be no increase in personnel and any increase to operating cost
associated with this project will be part of the new operator fee contract that is unknown at this time.


                                                         Financial Management
                                          FY 2008           FY 2009       FY 2010       FY 2011       FY 2012       FY 2013         TOTAL
Replacement of Financial Data Info
System                               $   1,120,350   $         -      $      -      $      -      $      -      $      -      $   1,120,350


This project consists of replacing the current Data Information System (Fund Accounting, Purchasing, Human
Resources, Payroll, Fixed Assets and Budget) for a fully integrated and user friendly system. In addition, any
hardware requirements and consultant services for implementation would be included. This is a multi year funded
project and the main system was completed October 1, 2002. Implementation of sub-systems will continue into FY
2009. Operating Budget Impact: There is no increase to personnel cost. License and maintenance fees could
increase over the existing system to approximately $50,000 annually.




                                                                   134
                                          Five-Year Capital Plan

Renewal and Replacement Fund (cont):

                                                        Weigh Stations
                                        FY 2008         FY 2009       FY 2010       FY 2011       FY 2012       FY 2013         TOTAL
Replace HVAC at Scalehouses         $       -      $        -     $    10,000   $    10,000   $    20,000   $    10,000   $     50,000
Roof Renovation                             -               -         100,000        50,000        50,000        50,000        250,000
Replace Scales                              -               -         125,000       100,000       100,000       100,000        425,000
Sub-total                           $       -      $        -     $   235,000   $   160,000   $   170,000   $   160,000   $    725,000


The Authority at all of its disposal facilities (i.e., Landfill, NCRRF, & Transfer Stations) operates weigh stations. At
several transfer stations the cantilever roof structure over the scale house requires renovation. In addition, many
scale houses will require the HVAC condenser units replaced. Changes in technology and scale structures will
require the replacement of the scales. The cost and approximate construction period is listed in the adjacent table.
Operating Budget Impact: There is no increase to personnel and operating cost associated with this project.
Repair and maintenance cost should minimally decrease (< $5,000).


                                                  Information Technology (IT)
                                        FY 2008         FY 2009       FY 2010       FY 2011       FY 2012       FY 2013         TOTAL
Netw ork System                     $    31,300 $           -     $    25,000   $    30,000   $    30,000   $    30,000 $      146,300
Telephone System                         33,568             -             -          30,000           -          30,000         93,568
Sub-total                           $    64,868    $        -     $    25,000 $      60,000   $    30,000   $    60,000 $      239,868


Management Information Services has the responsibility for all communication systems (computer network,
telephone, etc.) and has the majority of its systems housed within the Administration Building. The project that was
started in FY 2006 calls for the replacement of the current phone system with a VoIP System at all Authority
Facilities. In addition, future cost to maintain and upgrade the computer network and phone system have been
included. The cost and approximate construction period is listed in the adjacent table. Operating Budget Impact:
There will be no increase to personnel and operating cost (R/M) should initially be reduced with this project
(<$5,000).


                                                    Administration Building
                                        FY 2008         FY 2009       FY 2010       FY 2011       FY 2012       FY 2013         TOTAL
HVAC Systems                        $       -      $     38,000   $   150,000   $    20,000   $    20,000   $    25,000   $    253,000
Misc. Systems                               -            15,000        20,000        20,000        25,000        25,000        105,000
Facility Modifications - Interior       264,850             -          50,000        50,000        50,000        50,000        464,850
Facility Modifications - Exterior       310,452         109,100       300,000       200,000        10,000       100,000       1,029,552
Sub-total                           $   575,302    $    162,100   $   520,000   $   290,000   $   105,000   $   200,000   $   1,852,402


The Authority’s 42,000-sq. ft. administration building was constructed in 1990 and is located adjacent to the
NCRRF and North County Landfill (Site 7). Repair projects are: (a) Replacement of air handlers for the HVAC
systems (b) Maintenance of the interior of the building including the Auditorium (c) Maintenance of exterior of
building, grounds and parking lot. The cost and approximate construction period is listed in the adjacent table.
Operating Budget Impact: There will be no increase in personnel and operating cost (R/M) associated with this
project should be reduced (<$10,000).




                                                                135
                                               Five-Year Capital Plan

.Renewal       and Replacement Fund (cont):


                                                           Landfill Operations
                                            FY 2008           FY 2009        FY 2010          FY 2011          FY 2012          FY 2013           TOTAL
Extraordinary R/M                     $      16,829    $           -     $    25,000 $         25,000    $      30,000    $      35,000 $        131,829


The North County Solid Waste Disposal Facility (NCSWDF) is the only active landfill in Palm Beach County.
Adjacent to the landfill is the Landfill Operations office and break-room. Project costs are for extraordinary repair
to the building, parking lot and utility systems. The cost and approximate construction period are listed in the
adjacent table. Operating Budget Impact: There will be no increase in personnel and operating cost (R/M)
associated with this project should be reduced (<$5,000).


                                                       Site Seven Common Areas
                                            FY 2008           FY 2009        FY 2010          FY 2011          FY 2012          FY 2013           TOTAL
Extraordinary R/M                     $          -     $      258,000    $   300,000    $     300,000    $     400,000    $     400,000    $    1,658,000


The areas that contain the North County Landfill and NCRRF facilities are identified as Site 7. Site 7 and the
common areas have the following facilities: Landfill Office Trailer, RMRF, CMRF, HHWCF, Equipment
Maintenance, Utilities Systems and two Weigh Stations. Future projects are for extraordinary repair to facilities or
systems as required. The cost and approximate construction period are listed in the adjacent table. Operating
Budget Impact: There will be no increase in personnel and the operating cost (R/M) associated with this project
should be minimally reduced (<$5,000).


                                                           West County Landfill
                                            FY 2008           FY 2009        FY 2010          FY 2011          FY 2012          FY 2013           TOTAL
Landfill Development - Engineering    $    4,249,975   $     4,500,000   $ 4,500,000    $    4,500,000   $    4,500,000   $    4,500,000   $   26,749,975
Landfill Development - Construction       17,959,246        11,000,000    11,000,000        11,000,000       11,000,000       11,000,000       72,959,246
Sub-total                             $   22,209,221   $    15,500,000   $ 15,500,000   $ 15,500,000     $ 15,500,000     $   15,500,000   $   99,709,221


In 1996, the Authority entered into a three party sale-purchase agreement where by 1600 acres were acquired in the
western portion of the county. The acquired property was allocated for a future landfill site. Currently the property
is leased for agricultural uses. Permitting and design engineering can take 5 to 10 years. Part of the long-term
capital planning that the Governing Board approved was to fund the initial engineering and construction cost
(approximately $108 million) over a nine year period rather than use future debt. This decision will result in an
approximate savings of $65 million over debt financing. Final cost will be funded from the 2008 and 2012 Bond
issues (see project Construction Funds later in this section). The cost and approximate construction period are listed
in the adjacent table. Operating Budget Impact: There is no increase to personnel. Operating costs of future
landfill operations are estimated at approximately $3 million but is not applicable during this projected period.




                                                                       136
                                       Five-Year Capital Plan

Renewal and Replacement Fund (cont):


                                                    Closed Landfills
                                     FY 2008         FY 2009        FY 2010        FY 2011        FY 2012       FY 2013         TOTAL
Belle Glade                  $           -     $         -      $    10,000   $        -      $    10,000   $       -     $     20,000
Cross State                          111,174             -              -           10,000            -          10,000        131,174
Pahokee                                  -               -           10,000            -           10,000           -           20,000
Lantana                               28,350             -           40,000         40,000         40,000        40,000        188,350
Dyer Blvd.                               -               -           10,700         31,800         13,000        14,300         69,800
North County (NCSWDF)                    -               -              -              -              -             -              -
Sub-total                     $      139,524   $         -      $    70,700   $     81,800    $    73,000   $    64,300   $    429,324


The Authority is responsible for repair and maintenance of landfills that have closed or old landfills the County
operated in prior years. Projects are for maintenance on gas & leachate collection systems, monitoring wells,
irrigation systems and storm water control systems. The project at Cross State Landfill will provide storm water
storage for a new Palm Beach County facility being constructed on Authority property. The cost and approximate
construction period is listed in the adjacent table. Operating Budget Impact: There are no new personnel and
operating cost associated with these projects.
                                                    Transfer Stations
                                     FY 2008         FY 2009        FY 2010        FY 2011        FY 2012       FY 2013         TOTAL
West County                   $      221,217   $         -      $    25,000   $     25,000    $    25,000   $    25,000   $    321,217
South County                         699,232             -          200,000        200,000         25,000        25,000       1,149,232
Central County                           -               -           25,000         25,000         25,000        25,000        100,000
North County                          19,000         130,000         70,000         30,000         30,000        30,000        309,000
West Central County                   25,000        1,030,000       500,000       1,500,000       500,000       500,000       4,055,000
Sub-total                     $      964,449   $    1,160,000   $   820,000   $   1,780,000   $   605,000   $   605,000   $   5,934,449


The Authority operates five transfer station facilities that comprise an essential component of the integrated solid
waste management system. At the transfer stations smaller garbage trucks unload onto a tipping floor and the MSW
is then loaded into larger Authority trucks that will transport the MSW to its final disposal location. The life of the
tipping floor is approximately five years and the facility has to be shut down for the tipping floor to be replaced.
Therefore, normally only one facility per year is schedule for replacement. Additional projects include recycling
area enhancements, replacement of compactor systems and other structural refurbishments. The cost and
approximate construction period is listed in the adjacent table. Operating Budget Impact: There is no increase to
personnel and operating cost associated with this project. Repair and maintenance cost should minimally decrease
(< $5,000).
                                                   Compost Operations
                                     FY 2008         FY 2009        FY 2010        FY 2011        FY 2012       FY 2013         TOTAL
Modification to the System    $       19,254 $        49,145    $    50,000 $       50,000    $    50,000   $    50,000 $      268,399
Facility Modification                 99,224             -          150,000        150,000        150,000       150,000        699,224
Sub-total                     $      118,478 $        49,145    $   200,000 $      200,000    $   200,000   $   200,000 $      967,623


The Authority operates 50,000 tons per year Compost Facility, one of the largest in the nation. This facility
combines processed vegetation with wastewater sludge to produce a marketable commodity. The current project is
the remedial repair of ancillary equipment and the facility structure. Future projects would include extraordinary
repair to the system and building as required. The cost and approximate construction period is listed in the adjacent
table. Operating Budget Impact: There will be no increase to personnel or operating cost associated with this
project. Repair and maintenance cost should be reduced (< $20,000).


                                                             137
                                       Five-Year Capital Plan

Renewal and Replacement Fund (cont):

                                                    Yardwaste Operations
                                     FY 2008           FY 2009        FY 2010       FY 2011       FY 2012       FY 2013         TOTAL
Modification to the System   $           -      $          -      $    20,000 $      20,000   $    20,000   $    20,000 $       80,000
Facility Modification                    -                 -           50,000        50,000        50,000        50,000        200,000
Sub-total                    $           -      $          -      $    70,000 $      70,000   $    70,000   $    70,000 $      280,000


Located at the NCSWDF, the Authority in FY 2001 completed a Yardwaste Processing Facility. The facility is
capable of receiving and processing all yard waste presently being delivered to Authority disposal facilities and
process the material into either compost amendment mulch or boiler fuel for a co-generation facility located in the
western part of the County. Future projects would include the extraordinary repair to the system as required. The
cost and approximate construction period is listed in the adjacent table. Operating Budget Impact: There is no
increase to personnel and operating cost (R/M) should minimally increase (<$1,000).


                                                     Utility Operations
                                     FY 2008           FY 2009        FY 2010       FY 2011       FY 2012       FY 2013         TOTAL
Leachate System               $      132,500    $      500,000    $    50,000   $    70,000   $    90,000   $   110,000   $    952,500
Other Ancillary Systems                9,649          1,350,000       300,000       350,000       400,000       450,000       2,859,649
Injection Well System                235,077           120,000        360,000       365,000       370,000       380,000       1,830,077
Sub-total                     $      377,226    $     1,970,000   $   710,000   $   785,000   $   860,000   $   940,000   $   5,642,226


The Authority operates a utility monitoring facility adjacent to the NCRRF. This facility among many of its
responsibilities monitors the electrical power generated at the NCRRF through the interconnect system to Florida
Power and Light. It also monitors the leachate collection, landfill gas collection, wastewater collection, potable and
non-potable water supply, and the deep well injection system. Remedial modification projects are to replace the
existing pumps for the deep well injection system and other ancillary systems. Future projects would include the
extraordinary repair to the system as required. The cost and approximate construction period is listed in the
adjacent table. Operating Budget Impact: There will be no increase in personnel and operating cost associated
with this project


                                             Equipment Maintenance Facility
                                     FY 2008           FY 2009        FY 2010       FY 2011       FY 2012       FY 2013         TOTAL
Equipment Modification       $           -      $          -      $    20,000 $      25,000   $    30,000   $    30,000 $      105,000
Facility Modification                 19,720            50,000         65,000        80,000        95,000        95,000        404,720
Sub-total                     $       19,720 $          50,000    $    85,000 $     105,000   $   125,000   $   125,000 $      509,720


The Authority has an Equipment Maintenance Facility that is located adjacent to the NCRRF and was constructed in
1990. The current project calls for the repaving the roadways and parking areas. Other minor remedial projects are
scheduled in the following years. The cost and approximate period for the projects are listed in the adjacent table.
Operating Budget Impact: There are no new personnel and operating cost associated with this project. Repair and
maintenance cost should be minimally reduces (<$5,000).




                                                               138
                                               Five-Year Capital Plan

Capital Improvement Fund:
Note: Amounts in the FY 2008 column for the Capital Improvement Fund are projects that have been previously
appropriated and will come forward as a budget amendment to FY 2009. Amounts are unencumbered balances as of
June 30, 2008.


                                     Household Hazardous Waste Collection Facility (HHWCF)
                                             FY 2008         FY 2009         FY 2010       FY 2011       FY 2012       FY 2013       TOTAL
Equipment & System Modification        $     142,841 $           -       $    10,000 $      10,000 $      15,000 $      15,000 $     192,841
Facility Modification                         115,305                -         25,000        25,000        30,000        30,000       225,305
Sub-total                              $     258,146   $         -       $    35,000   $    35,000   $    45,000   $    45,000   $   418,146


The HHWCF located adjacent to the NCRRF receives residential and small business hazardous waste materials in
avoidance of this material ending up in the landfill. The material is identified, separated, packaged, and stored until
such time that it is transported out of state to a Hazardous Waste Disposal site. The facility completed in 1990 is
insufficient in size and design to handle the current amounts and types of materials now processed at the facility.
Started in FY 2004, the Authority is developing a data information and tracking system for HHW that is delivered to
one of our facilities. The cost and approximate project period is listed in the adjacent table. Operating Budget
Impact: There is no increase in personnel cost associated with this project. The new facility is not anticipated to
significantly increase operating cost over the old facility(R/M <$5,000). The expansion of the drop off facility will
minimally impact the operating cost (R/M <$1,000).


                                                       Environmental Programs
                                             FY 2008         FY 2009         FY 2010       FY 2011       FY 2012       FY 2013       TOTAL
Environmental Data Tracking
Programs                               $         -     $         -       $    25,000   $       -     $    30,000   $       -     $    55,000
Additional Ground Monitoring Wells
& Equipment                                    6,030          20,000             -          20,000           -          20,000        66,030
Sub-total                              $       6,030   $      20,000     $    25,000   $    20,000   $    30,000   $    20,000   $   121,030


The Authority currently operates the only active landfill in Palm Beach County. In addition, it is responsible for
maintaining six closed landfills. This responsibility includes ground water testing for environmental compliance.
This project calls for the construction of additional ground water monitoring wells at any landfill as the need arises.
The multi-year project calls for enhancement of the ground water monitoring well sampling software to include GIS
analyzing and mapping capabilities and wireless communication capabilities. The cost and approximate
construction period is listed in the adjacent table. Operating Budget Impact: There is no increase to personnel and
operating expenses associated with this project will be minimally impacted (License & Support <$5,000 annually).


                                                           Project Engineering
                                             FY 2008         FY 2009         FY 2010       FY 2011       FY 2012       FY 2013       TOTAL
Project Information System             $      93,627   $         -       $    60,000   $    60,000   $    70,000   $    70,000   $   353,627


The unit of Project Engineering has been working on a document imaging and project information (tracking) system
for the last eight years. This multi-year project includes consulting fees, hardware and software procurement. The
cost and approximate project period is listed in the adjacent table. Operating Budget Impact: There will be no
increase to personnel or operating cost including software license should be minimal (<$5,000).




                                                                     139
                                           Five-Year Capital Plan

Capital Improvement Fund (cont.):

                                                          NCRRF
                                         FY 2008       FY 2009       FY 2010       FY 2011       FY 2012       FY 2013       TOTAL
Facilities Modification and
Expansion                           $        -     $   175,000   $       -     $       -     $      -      $       -     $   175,000


The Authority owns and contractually operates a waste to energy processing facility (NCRRF) that utilizes resource
recovery technology. This project calls for the installation of an odor control system for the facility. The cost and
approximate project period is listed in the adjacent table. Operating Impact: There will be no increase to
personnel or operating cost associated with this project are minimal (R/M & Supplies <$5,000).


                                        North County Mass Burn Facility (NCMBF)
                                         FY 2008       FY 2009       FY 2010       FY 2011       FY 2012       FY 2013       TOTAL
Initial Engineering                 $    152,300   $       -     $       -     $       -     $      -      $       -     $   152,300


Part of the long term planning that the Governing Board approved called for the construction of a Mass Burn
Facility (NCMBF). When completed this facility would handle in excess of 3,000 MSW a day. The project cost
would be excess of $480 million and would be funded by future debt (see project construction funds later this
section). This project calls for a feasibility study and initial engineering. The cost and approximate construction
period is listed in the adjacent table. Operating Impact: There will be no increase to personnel or operating cost
associated with this project.


                                                       Weighstations
                                         FY 2008       FY 2009       FY 2010       FY 2011       FY 2012       FY 2013       TOTAL
Facility Modification & Expansion   $     80,000   $       -     $       -     $    20,000   $      -      $    20,000   $   120,000


The Authority at all of its disposal facilities (i.e., Landfill, NCRRF, & Transfer Stations) operates weigh stations.
This project calls for the installation of a Video Surveillance System at all weighstations. Future funding is for
unspecified expansion or modification projects. The cost and approximate construction period is listed in the
adjacent table. Operating Impact: There is no increase to personnel and operating expenses associated with this
project will have minimal impact (R/M <$5,000 annually).


                                                   Administration Building
                                         FY 2008       FY 2009       FY 2010       FY 2011       FY 2012       FY 2013       TOTAL
Modification & Expansion            $     26,221   $       -     $    50,000   $       -     $      -      $    65,000   $   141,221


The Authority’s 42,000 sq. ft. administration building was constructed in 1990 and is located adjacent to the
NCRRF and NCSWDF on Site 7. The project calls for the installation of an emergency power system for the
Administration Building. Future funding is for unspecified expansion or modification projects. The cost and
approximate construction period is listed in the adjacent table. Operating Impact: There is no increase to
personnel and operating expenses associated with this project will have minimal impact (R/M <$1,000 annually).




                                                               140
                                      Five-Year Capital Plan

Capital Improvement Fund (cont.):

                                                Information Technology (IT)
                                    FY 2008           FY 2009         FY 2010       FY 2011         FY 2012        FY 2013           TOTAL
LAN & Server Upgrades          $      3,654      $        -       $     5,000   $     5,000     $     5,000   $      5,000     $     23,654
Disaster Recovery & Business
Continuity                            5,411            64,200          10,000               -        10,000                -         89,611
Sub-total                      $      9,065      $     64,200     $    15,000   $     5,000     $    15,000   $      5,000     $    113,265


 The projects call for the addition to the Authority network servers with new technology as it becomes available and
applicable. Also included is funding for a Disaster Recovery and Business Continuity project that sets up and
maintains a backup hardware and software system that in the case of an emergency and the primary network
becomes un-operable, a backup system will be available. The cost and approximate construction period is listed in
the adjacent table. Operating Impact: There is no increase to personnel and software license should minimally
increase (<$10,000).


                                                 Site Seven Common Areas
                                    FY 2008           FY 2009         FY 2010       FY 2011         FY 2012        FY 2013           TOTAL
Site End Use Plan              $    145,260      $        -       $    60,000 $      60,000     $    70,000   $     70,000 $        405,260
Facility Modifications                      -                 -       100,000               -       225,000       1,500,000    $   1,825,000
Sub-total                      $    145,260      $        -       $   160,000 $      60,000     $   295,000   $   1,570,000    $   2,230,260


The areas that contain the North County Landfill and NCRRF facilities are identified as Site 7. Site 7 has the
following facilities: Landfill Operations office trailers, RMRF, CMRF, HHWCF, Equipment Maintenance and two
Weigh Stations. The projects call for: (a) the construction of nature trials and greenway paths on Site 7 (b)
undefined facility modifications. The cost and approximate construction period is listed in the adjacent table.
Operating Budget Impact: There is no increase to personnel and operating cost associated with this project.
Repair and maintenance cost should minimally decrease (< $10,000).


                                                     Transfer Stations
                                    FY 2008           FY 2009         FY 2010       FY 2011         FY 2012        FY 2013           TOTAL
West County                    $        -        $    130,000     $    10,000   $       -       $       -     $      5,000     $    145,000
South County                            -              12,000             -          50,000             -           50,000          112,000
Central County                          -                 -               -             -            10,000            -             10,000
North County                          5,000               -            10,000           -               -           10,000           25,000
West Central County                   5,000               -               -          20,000             -           20,000           45,000
Sub-total                      $     10,000      $    142,000     $    20,000   $    70,000     $    10,000   $     85,000     $    337,000


The Authority operates five transfer station facilities that comprise an essential component of the integrated solid
waste management system. At the transfer stations, smaller garbage trucks unload onto a tipping floor and the
MSW is then loaded into larger Authority trucks that will transport the MSW to its final disposal location. Future
projects call for minor expansions of the existing facilities. Funds at North County and West Central County
Transfer Stations are balance left from completed scale projects. Operating Budget Impact: There will be no
increase in personnel cost associated with this project. Repair and Maintenance cost should be minimally increased
(< $10,000 annually).




                                                              141
                                            Five-Year Capital Plan

Capital Improvement Fund (cont.):


                                                        Compost Operations
                                          FY 2008         FY 2009       FY 2010       FY 2011       FY 2012       FY 2013         TOTAL
Facility Modification and Expansion   $    24,500   $         -     $       -     $    30,000   $       -     $      -      $     54,500


The Authority operates 50,000 tons per year Compost Facility, one of the largest in the nation. This facility
combines processed vegetation with wastewater sludge to produce a marketable commodity. The project that started
in FY 2004 is to modify the odor control systems. Future funding is for unspecified expansion or modification
projects. The cost and approximate construction period is listed in the adjacent table. Operating Budget Impact:
There will be no increase to personnel or operating cost associated with this project.


                                                      Yard Waste Operations
                                          FY 2008         FY 2009       FY 2010       FY 2011       FY 2012       FY 2013         TOTAL
Facility Modification & Expansion     $   500,000   $         -     $       -     $       -     $   600,000   $      -      $   1,100,000


Located at the North County Landfill (NCSWDF), the Authority completed construction of a Yard Waste
Processing Facility. The facility is capable of receiving all yard waste presently being delivered to Authority
disposal facilities and process the material into either compost amendment mulch or boiler fuel for the co-generation
facilities located in the western part of Palm Beach County. Since the facility is located in the footprint of the
landfill, the project calls for relocation of the facility. The cost and the approximate construction period are listed in
the adjacent table. Operating Budget Impact: There is no increase to personnel and operating expenses associated
with this project will have a minimal impact (R/M < $5,000 annually).


                                                          Utility Systems
                                          FY 2008         FY 2009       FY 2010       FY 2011       FY 2012       FY 2013         TOTAL
Systems Expansion                     $    49,000 $       125,000   $       -     $    20,000 $         -     $    20,000 $      214,000
Facility Enhancements                     598,202          85,000           -             -         100,000          -           783,202
Sub-total                             $   647,202 $       210,000   $       -     $    20,000   $   100,000   $    20,000 $      997,202


The Authority operates a utility monitoring facility adjacent to the NCRRF. This facility among many of its
responsibilities monitors the electrical power generated at the NCRRF through the interconnect system to Florida
Power and Light. It also monitors the leachate collection, landfill gas collection, wastewater collection, potable and
non-potable water supply, and the deep well injection system. The current year project included the cost of adding a
valve for the leachate collection system, enhancement of the SCADA system, and the replacement of the monitoring
office and storage facility. The Budget year calls for adding a GIS tracking system and additional funding for the
new building. Future funding is for unspecified expansion or modification projects. The cost and approximate
construction period is listed in the adjacent table. Operating Budget Impact: There is no increase to personnel and
operating cost including R/M should be minimally impacted (<$5,000).




                                                                  142
                                              Five-Year Capital Plan

Capital Improvement Fund (cont.):

                                                        Equipment Maintenance
                                            FY 2008          FY 2009         FY 2010          FY 2011         FY 2012        FY 2013           TOTAL
Facility Modification & Expansion   $         9,793     $        -       $    30,000     $        -      $     40,000    $       -       $     79,793


Authority’s Equipment Maintenance Facility is located adjacent to the NCRRF and on Site 7. This facility was
constructed in 1990 and the current year project is fund remaining from the construction of a fleet truck wash system
that will utilize recycled water processing and the latest technology available. Future funding is for unspecified
expansion projects. Operating Budget Impact: There will be no increase in personnel cost associated with this
project. Repair and Maintenance cost should be minimally increased (< $10,000 annually).


                                        Purchase of Additional Machinery and Equipment
                                            FY 2008          FY 2009         FY 2010          FY 2011         FY 2012        FY 2013           TOTAL
Executive                           $           -       $        -       $     5,000     $      5,000    $      5,000    $     5,000     $     20,000
Administration                                  -             67,080         120,000          125,000         125,000        125,000          562,080
Finance                                         -             34,500          20,000           20,000          20,000         20,000          114,500
Operations                                      -             21,000         400,000          425,000         425,000        425,000         1,696,000
Sub-total                           $           -       $    122,580     $   545,000     $    575,000    $    575,000    $   575,000     $   2,392,580


The adjacent schedule shows an estimate of additional Machinery and Equipment that could be purchased. The
departments prepare a need assessment each fiscal year, and those costs are included in the next fiscal year’s budget.
Operating Budget Impact: There are no personnel costs associated with this project and any operating cost would
include repair and maintenance.




                                    Project Construction Funds (Bond Proceeds):

Note: Amounts in the FY 2007 column for the Project Construction Fund are unencumbered project balances as of
June 30, 2008. Budget amendments are not required and timing of expenses is approximated.


                                        Renovations of the South County Transfer Station
                                            FY 2008          FY 2009         FY 2010          FY 2011         FY 2012        FY 2013           TOTAL
Facility and Site Improvements
(Series 2002B Bond Funds)           $        89,216     $   1,000,000    $       -       $        -      $        -      $       -       $   1,089,216
Facility and Site Improvements
(2010 Bonds)                                        -                -               -       3,000,000       5,000,000               -       8,000,000
Sub-total                           $        89,216     $   1,000,000    $       -       $   3,000,000   $   5,000,000   $       -       $   9,089,216


The South County Transfer Station is located on Linton Blvd. in Delray Beach and is the oldest of the Authority’s
transfer stations. Constructed in 1986, the project calls for major renovations to the facility including a new weigh
station, office complex, HHW satellite drop off facility and restoration to the roof and wall panels of the main
(tipping floor) building. . The cost and the approximate construction period are listed in the adjacent table.
Operating Budget Impact: No increase to personnel costs and additional operating costs should be minimally
impacted (<$10,000). Operating Impact cost was not included in the FY 2008 budget.



                                                                     143
                                            Five-Year Capital Plan

Project Construction Fund (cont.):

                                     Expansion of the Central County Transfer Station
                                         FY 2008        FY 2009       FY 2010       FY 2011       FY 2012       FY 2013         TOTAL
Facility and Site Improvements
(Series 2002B Bond Funds)        $      7,291,962   $      -      $      -      $      -      $      -      $      -      $   7,291,962


The Central County Transfer Station is located on Lantana Road and I-95 and was constructed in 1988. In fiscal
year 2001 Central County Transfer Station handled in excess of 362,000 tons of solid waste which is beyond its
design capacity. The additional property was purchased to give the Authority a new transfer station larger than any
of the previous constructed transfer stations. The existing facility would be utilized for recycling materials and
overflow storage of materials. Phase One; the new transfer station and weigh station was completed in June of
2008. Phase Two; the restoration of the existing facility is schedule to be completed in 2009. The cost and the
approximate construction period are listed in the adjacent table. Operating Budget Impact: Estimates of new
personnel costs and additional operating costs were approximated to exceed $100,000. Operating Impact cost was
not included in the FY 2009 budget.


                                                North County Transfer Station
                                         FY 2008        FY 2009       FY 2010       FY 2011       FY 2012       FY 2013         TOTAL
Facility and Site Improvements
(Series 2002B Bond Funds)        $       712,020    $      -      $      -      $      -      $      -      $      -      $    712,020


The North County Transfer Station is located on Military Trail and Donald Ross Road and was constructed in 1991.
The project provides for the expansion of the existing facility without the purchase of additional property. The
project will consist of a separate structure dedicated to the handling of Yardwaste (vegetation) materials that will
provide additional capacity for handling municipal solid waste (garbage, trash, etc.) within the existing facility. The
cost and the approximate construction period are listed in the adjacent table. Operating Budget Impact: There are
no new personnel cost associated with this project. However R/M cost will increase approximately $10,000
annually Operating Impact cost was included in the FY 2009 budget.


                                           West Central County Transfer Station
                                         FY 2008        FY 2009       FY 2010       FY 2011       FY 2012       FY 2013         TOTAL
Facility and Site Improvements
(Series 2002B Bond Funds)        $       442,569    $      -      $      -      $      -      $      -      $      -      $    442,569


The West Central County Transfer Station is located adjacent to Southern Boulevard and State Road 441 and was
constructed in 1993. The project provides for the expansion of the existing facility with the purchase of additional
property adjacent to the current facility. The project will consist of a separate structure dedicated to the handling of
recyclable (recovered materials) and Yardwaste (vegetation) materials that will provide additional capacity for
handling municipal solid waste (garbage, trash, etc.) within the existing facility. The cost and the approximate
construction period are listed in the adjacent table. Operating Budget Impact: There are no new personnel cost
associated with this project. However R/M cost will increase approximately $20,000 annually Operating Impact
cost was included in the FY 2009 budget.




                                                               144
                                               Five-Year Capital Plan
Project Construction Fund (cont.):


                                                Southwest County Transfer Station
                                            FY 2008           FY 2009          FY 2010         FY 2011        FY 2012        FY 2013           TOTAL
Facility Construction & Equipment
(Series 2002B Bond Funds)           $    11,741,574     $          -     $          -     $        -      $      -       $      -       $   11,741,574
Facility Construction & Equipment
(2008 Bonds)                                        -        8,000,000       22,000,000       1,000,000              -              -       31,000,000
Sub-total                           $    11,741,574     $    8,000,000   $ 22,000,000     $   1,000,000   $      -       $      -       $   42,741,574


The project provides for the construction of a new Southwest County Transfer Station to be located in the southern
portion of the County. The new facility will be constructed on a site West of Delray Beach on Hwy 441, with a
capacity to handle up to 750 tons per day of MSW. The cost and approximate construction period is listed in the
adjacent table. Operating Budget Impact: This project would include adding approximately 14 employees costing
$550,000 and operating cost of $800,000 annually based on current budget estimates. Operating Impact cost was
not included in the FY 2009 budget.


                                                        NCRRF (2008 Bond Issue)
                                            FY 2008           FY 2009          FY 2010         FY 2011        FY 2012        FY 2013           TOTAL
Plant Refurbishment - Equip. &
Construction                        $           -       $   60,000,000   $100,000,000 $ 20,000,000 $             -       $      -       $ 180,000,000


The Authority owns and contractually operates a waste to energy processing facility (NCRRF) that utilizes resource
recovery technology. The NCRRF was constructed in 1989 and has a 20 year contract with the current operator. It
is anticipated that major renovations and extraordinary repairs will need to be done prior to renewal of the contract
in FY 2010. The majority of the cost for the construction and equipment replacement will be funded with bond
proceeds. The cost and approximate project period is listed in the adjacent table. Operating Impact: There will be
no increase to personnel or operating cost associated with this project.


            Materials Recycling Facility (MRF) – Ferrous Processing Facility (FPF) - (2008 Bank Loan)
                                            FY 2008           FY 2009          FY 2010         FY 2011        FY 2012        FY 2013           TOTAL
New MRF Facilities/Relocation       $   1,371,642.00    $     695,435    $          -     $        -      $      -       $      -       $    2,067,077
New FPF Facilities/Relocation       $   6,435,000.00    $    1,565,000   $          -     $        -      $      -       $      -       $    8,000,000
Sub-total                           $     7,806,642     $    2,260,435   $          -     $        -      $      -       $      -       $   10,067,077


The Authority owns and contracts for the operation of the Residential Materials Recycling Facility (RMRF). This
facility is located at Site 7 and processes newsprint, plastic, glass, aluminum and other misc. materials collected
through the residential collection programs. This facility along with the adjacent Ferrous Processing Facility is in
the foot-print of the NCSWDF as it expands and it will become necessary to relocate these facilities within the 2009-
2011 timeframe. The MRF project was started in 2008 with completion estimated in late 2009.The cost and
approximate project period is listed in the adjacent table. Operating Impact: There will be no increase to
personnel and any operating cost increase associated with this project will be paid with the new contract operator
fees.




                                                                       145
                                             Five-Year Capital Plan
Project Construction Fund (cont.):


                                  North County Mass Burn Facility (Future Bond Issue)
                                          FY 2008          FY 2009        FY 2010           FY 2011             FY 2012             FY 2013              TOTAL
New Facilities & Equip. (2008
Bonds)                            $           -       $   7,000,000   $ 8,000,000     $    7,000,000     $           -       $           -       $    22,000,000
New Facilities & Equip. (2010
Bonds)                                            -               -               -       37,000,000          28,000,000                              65,000,000
New Facilities & Equip. (2012
Bonds)                                            -               -               -                  -       225,000,000         382,000,000         607,000,000
Sub=total                         $           -       $   7,000,000   $ 8,000,000     $ 44,000,000       $ 253,000,000       $ 382,000,000       $ 694,000,000


Part of the long term planning that the Governing Board approved called for the construction of a Mass Burn
Facility (NCMBF). When completed this facility would handle in excess of 3,000 MSW a day. The project cost
would be excess of $690 million and would be funded by future debt. The cost and approximate construction period
is listed in the adjacent table. Operating Impact: There will be no increase to personnel or operating cost
associated with this project and any operating cost increase associated with this project will be paid with the new
contract operator fees.


                            Weigh Station and Landfill Operations Buildings (2008 Bank Loan)
                                          FY 2008          FY 2009        FY 2010           FY 2011             FY 2012             FY 2013              TOTAL
Relocation & Construction         $   7,987,640.00    $   6,090,000   $       -       $          -       $           -       $           -       $    14,077,640


The areas that contain the North County Landfill and NCRRF facilities are identified as Site 7. Site 7 and the
common areas have the following facilities: Landfill Office Trailer, RMRF, CMRF, HHWCF, Equipment
Maintenance, Utilities Systems and two Weigh Stations. Projects call for the engineering and construction cost to
relocate the landfill scale facility and the Landfill Operations office buildings. The cost and approximate
construction period are listed in the adjacent table. Operating Budget Impact: There will be no increase in
personnel and the operating cost (R/M) associated with this project should be minimally reduced (<$5,000).


                                      NCSWDF – Utilities and Roads (2008 Bank Loan)
                                          FY 2008          FY 2009        FY 2010           FY 2011             FY 2012             FY 2013              TOTAL
Relocation & Construction         $               -   $   3,000,000   $ 8,000,000     $    2,000,000     $               -   $               -   $    13,000,000


The North County Solid Waste Disposal Facility (NCSWDF) is Palm Beach County’s only active landfill. With the
relocation of the facilities as mention previously, the project calls for relocation of most of the utilities and roadways
on the site. The cost and approximate construction period are listed in the adjacent table. Operating Budget
Impact: There will be no increase in personnel and the operating cost (R/M) associated with this project should be
minimal (<$5,000). These operating impact cost have not been included in the 2009 budget.




                                                                  146
                                                 Five-Year Capital Plan
Project Construction Fund (cont.):


                                                 Land Acquisition & Dredge Projects
                                              FY 2008            FY 2009           FY 2010          FY 2011           FY 2012            FY 2013            TOTAL
Mecca Farms site (2010Bonds)          $           -       $           -       $ 5,000,000      $ 10,000,000     $ 15,000,000       $   2,200,000     $   32,200,000
Hatcher site (2008 Bank Loan)         $ (3,235,235.00)                                                                                                   (3,235,235)
Hatcher site (2008 Bonds)             $   3,235,235.00    $    764,765.00     $ 4,000,000                                                                 8,000,000
Hatcher site (2010 Bonds)                                                     $ 4,000,000      $   5,000,000    $    4,000,000     $   3,000,000         16,000,000
Winding Waters (2008 Bank Loan)                       -         6,000,000         7,000,000        2,000,000                   -                 -       15,000,000
Sub-total                             $           -       $     6,764,765     $ 20,000,000     $ 17,000,000     $ 19,000,000       $   5,200,000     $   67,964,765


In preparation for the construction of the final phases of the landfill, it is necessary to relocates those facilities that
are in the landfill footprint. The Governing Board agreed to begin negotiations for the procurement of two parcels
of property that are in the proximity of the North County Landfill (NCSWDF). One is an approximately 100 acre
section of land that is part of what’s known as the Mecca Farms Site. This property could be used for the relocation
of our yard waste processing operation, a temporary debris site for storms and also produce approximately 2 million
cubic yards of fill. The other parcel is approximately 64 acres of a site located off of Indiantown Road indentified as
the Hatcher site that would be mined for fill. This site would be used solely for mining of fill and is expected to also
produce about 2 million cubic yards. In addition, the Authority is in the process of negotiating an inter-local
agreement with Palm Beach County on property that is known as Winding Waters. The Authority will dredge a lake
that will be used in a future park. In return for the dredging, the Authority will receive the fill material. The cost
and approximate construction period are listed in the adjacent table. Operating Budget Impact: There will be no
increase in personnel and the operating cost associated with relocation of the yard waste processing facility should
be minimal. There are several options available for the mining of fill material and depending on the methodology
utilized would determine future operating cost. However, the majority of the fill utilized from these sites would
most likely be used for capital projects and therefore would have no impact. The remainder of the fill could be used
for cover material at the NCSWDF active cells.


                                                              West County Landfill
                                              FY 2008            FY 2009           FY 2010          FY 2011           FY 2012            FY 2013            TOTAL

Landfill Development - Construction   $               -   $               -   $            -   $            -   $ 90,000,000       $   83,500,000 $ 173,500,000


In 1996, the Authority entered into a three party sale-purchase agreement whereby 1600 acres were acquired in the
western portion of the county. The acquired property was allocated for a future landfill site. Currently the property
is leased for agricultural uses. Permitting and design engineering can take 5 to 10 years. Part of the long-term
capital planning that the Governing Board approved was to fund the initial engineering and construction cost
(approximately $108 million) over a nine year period rather than use future debt (see Renewal and Replacement
Fund). Final cost will be funded from the 2008 and 2012 Bond issues. The cost and approximate construction
period are listed in the adjacent table. Operating Budget Impact: There is no increase to personnel. Operating
costs of future landfill operations are estimated at approximately $3 million but is not applicable during this
projected period.


                                                                  Contingency
                                              FY 2008            FY 2009           FY 2010          FY 2011           FY 2012            FY 2013            TOTAL
2008 Bonds                            $           -       $ 12,400,000.00     $        -       $        -       $          -       $         -       $   12,400,000
2010 Bonds                            $           -                           $ 8,800,000                                                                 8,800,000
2012 Bonds                                            -               -                    -                -       35,000,000                   -       35,000,000
Sub-total                             $           -       $    12,400,000     $ 8,800,000      $        -       $ 35,000,000       $         -       $   56,200,000



                                                                          147
                          Five-Year Capital Plan




Artist rendering of the Biosolids Pelletization Facility anticipated to be completed in 2009




                                            148
ACCRUAL BASIS                                                    CITIZEN ADVISORY COMMITTEE (CAC)

The basis of accounting in which transactions are                The CAC provides advisory capacity to the Authority‟s
                                                                 Governing Board and staff. This eleven-member
recognized at the time they are incurred, as opposed to          committee represents all areas of the county. Seats are
when cash is received or spent.                                  appointed by the Authority Board.
AMENDMENT                                                        CAPITAL OUTLAYS / EXPENSES
A change to an adopted budget that may increase or               Expenses that result in the acquisition of, or addition to,
decrease a fund total. The Solid Waste Authority Board           fixed assets such as machinery & equipment, building,
must approve the change.                                         and land.
AMORTIZATION                                                     CAPITAL IMPROVEMENT FUND
The reduction of debt through regular payments of                The Authority's separate fund designated for capital
principal and interest sufficient to retire the debt             expenses. The trust indenture requires an amount be
instrument at a predetimined date.                               placed in reserve equal to at least $200,000. Currently
APPROPRIATION                                                    the Consulting Engineer has determined this
                                                                 requirement; to be one million eight hundred thousand
A legal authorization granted by the Solid Waste
Authority Board to incur obligations and make                    dollars ($1,800,000).
expenses.                                                        CAPITAL PROJECT PLAN
ASSESSMENT                                                       A five year capital expense forecast to maintain or
A legal authorization granted by the Solid Waste                 expand the Authority‟s solid waste system.
Authority Board to charge by specific category all
improved real property within Palm Beach County for              CESQG
solid waste disposal cost. Assessment is done annually           The Authority manages a hazardous waste disposal
through interlocal agreements with the County's Tax              program for Conditionally Exempt Small Quantity
Collector and Property Appraiser and appears as a non-           Generators (CESQG). This program collects fees to
ad valorem assessment on the property holder's tax bill.         offset the majority of its operating expenses.
BOND                                                             CLASS I LANDFILL
A certificate of debt containing a promise to pay a              Designated cells within a landfill used for disposal of
specified sum of money (face value or principal) at a            garbage, contaminated trash, RDF ash, sludge, etc.
specified date or dates in the future (maturity date)
together with periodic interest at a specified rate.             CLASS III LANDFILL
BPF                                                              Designated cells within a landfill used for disposal of
Biosolids Pelletization Facility is Authority owned and          material not classified as class I materials such as
contractually operated by New England Fetilizer                  building demolition debris, vegetation, white goods,
Company (NEFCO). The Authority has inter-local                   etc.
agreements with four water treatment utilities in Palm           C. O. BILLING
Beach County to share construction cost and operating
and maintenance (O&M) for biosolids (sludge)                     The Authority has an interlocal agreement with the
delivered to the facility.                                       County Planning, Zoning and Building Department to
BUDGET                                                           assess and collect fees on commercial and residential
                                                                 properties for a partial year once a certificate of
The plan of financial operation, embodying an estimate           occupancy (CO) has been issued by the county.
of proposed expenses for a given period and the
proposed means of financing them. The Authority uses             COLA
the following terms:
                                                                 Cost of Living Adjustment (COLA) is annual salary
Proposed Budget: The Executive Director's                        adjustment given to Authority employees to maintain
recommendation to the Solid Waste Authority Board.
                                                                 the level of wages against inflation.
Adopted Budget: The Solid Waste Authority Board‟s
final approved budget.                                           CMRF
Amended Budget: The adopted budget as changed                    The Authority owns and operates a Commercial
during the fiscal year per budget policies and                   Materials Recovery Facility (CMRF). All recycling
procedures.                                                      materials that are collected by the Authority‟s
Balanced Budget: The budget will be balanced with                Recycling Collection operation as well as private
current revenues, which may include other sources                haulers are delivered to the CMRF for processing,
(General Reserve) as established by                              bailing and delivery to applicable markets.
the Trust Indenture.


                                                           149
COMPOSTING                                                        DEPARTMENT
The process of mixing wastewater residues (sludge)                A major administrative hierarchy of the Authority with
with mulched vegetation and mulched woody waste                   overall management responsibility for the operation of
materials. The end resulting compost material is                  various sections and units within it. The Authority has
marketable.                                                       seven departments.
COMPREHENSIVE PLAN                                                DEPENDENT SPECIAL DISTRICT
Required under Florida Statutes, the Plan prescribes              The Solid Waste Authority is a special taxing district
principles, guidelines and standards for the orderly and          created by the Florida Legislature under the Palm
balanced future economic, physical, environmental, and            Beach County Solid Waste Act (Special Act), Chapter
fiscal development of solid waste management for the
County.                                                           75-473, Laws of Florida, Special Acts of 1975, as
                                                                  amended and supplemented. The Governing Board is a
CONSULTING ENGINEER                                               seven-member board consisting of the members of the
Performs duties as defined in the Indenture of Trust              Board of County Commissioners of Palm Beach
dated December 1, 1984, as supplemented and                       County, thus making the Authority a Dependent Special
amended. Among the required duties, the Consulting                District.
Engineer reviews and approves the proposed budget                 DEPRECIATION
and approves requests for payment of expenses from
the bond proceeds.                                                The decrease in value of a physical asset due to use and
                                                                  the passage of time. This is a non-cash expense and
CONTINGENCY                                                       accordingly not budgeted.
An appropriation of funds to cover unforeseen expenses            ENCUMBRANCE
that may occur during the budget year.
CONTINGENCY/ADMIN CHG OFF                                         An amount of money committed for the future payment
                                                                  of goods and services not yet received.
A series of accounts by type including contingency,
administrative and labor charge off. Administrative and           ENTERPRISE FUNDS
labor charge off are used for the convenience of
accounting for expenses in one fund or department that            A fund established to account for operations that are
for cost purposes are more appropriate in another.                financed and operated in a manner similar to private
                                                                  business. The intent is that the full cost of providing
DEBT SERVICE                                                      the goods or services be financed primarily through
Payment of principal and interest related to long-term            charges and fees.
debt.
                                                                  EPA
DEBT SERVICE COVERAGE
                                                                  The United States governmental regulatory agency with
A measure of an enterprise fund's ability to meet debt            oversight responsibility of solid waste management is
service payments. The numerator is Net Revenue
(Gross Revenue less Operating Fund Expenses); the                 the Environmental Protection Agency (EPA).
denominator is the current annual Debt Service.                   EXPENSES
Coverage is the amount of Net Revenues available to
meet debt service as stipulated in the bond document              The cost of goods delivered or services rendered, debt
(Authority's minimum required coverage is 1.10%).                 service, and capital outlay.
DEBT SERVICE FUND                                                 FDEP
The Authority's separate fund used to account for the             The state of Florida regulatory agency with oversight
accumulation of resources earmarked for the payment               responsibility of solid waste management is the Florida
of the „97 (A, B, & C) and „98 (A & B) series bond debt           Department of Environmental Protection (FDEP).
and related cost. The Debt Service Reserve
requirement established by the Trust Indenture is an              FISCAL YEAR
amount equal to the average Annual Debt Service with              Any period of 12 consecutive months designated as the
respect to all bonds outstanding calculated as of their           budget year. Solid Waste Authority's fiscal year begins
date of issuance. For bonds with a variable interest rate         October 1, ends September 30, and is set by statute.
(the Authority currently has none) the reserve amount
must be equal to ten percent (10%) of the aggregate               FLOW CONTROL
principal amount of the variable rate bonds on their date         The laws and regulations that a governmental entity
of issuance.                                                      uses to maintain control over services rendered within
                                                                  its jurisdiction (see The Continued Effect of the
                                                                  Supreme Court Decision on Flow Control on page E-7).
                                                            150
FPF
                                                                  GOALS
The Authority owns and contracts for the operation of a
                                                                  Broad and long term vision of the future. A
Ferrous Processing Facility (FPF). Ferrous materials
                                                                  Department's desired outcome(s) or results(s). The
recovered from the resource recovery facility, MRF,
                                                                  general ends toward which an agency or department
and the landfill are processed, bailed and shipped to
                                                                  directs its efforts.
markets for reuse in manufacturing.
FRANCHISE FEES
                                                                  GRANT
Payments made to the Authority by contract garbage
                                                                  A contribution of assets (usually cash) by one
and recycling collection companies in the
                                                                  governmental unit or other organization to another for a
unincorporated area of the county to cover the cost of
                                                                  specified purpose.
administering the contracts.
                                                                  HHW
FRINGE BENEFITS
                                                                  The Authority operates a Household Hazardous Waste
A component of personnel costs; includes health and
                                                                  (HHW) program that provides disposal service for
life insurance benefits
                                                                  hazardous material from county residential units.
FUND
                                                                  LINE - ITEM BUDGET
An accounting entity with a self-balancing set of
                                                                  A budget that lists each account category separately
accounts, which are segregated for the purpose of
                                                                  along with the dollar amount budgeted for each
carrying on specific activities or attaining certain
                                                                  account, such as office supplies, overtime, or machinery
objectives, in accordance with special regulations,
                                                                  & equipment purchases.
restriction or limitations.
                                                                  MISSION STATEMENT
GAAP
                                                                  Statement that defines the purpose, the nature of the
Generally Accepted Accounting Principles are
                                                                  operations and the beneficiaries of the service. Mission
standards adopted by the Governmental Accounting
                                                                  Statement is a description of the department or section‟s
Standards Board (GASB) and the Financial Accounting
                                                                  function or the program purpose. The description
Standards Board (FASB) governing the format and
                                                                  should qualify the program‟s worthiness of existing.
content of financial reports. The application of these
                                                                  The mission statement should address the “who, what,
principles is intended to provide assurance to the reader
                                                                  and why”.
that the report is “fairly presented”.
                                                                  NCSWDF
GENERAL RESERVE FUND
                                                                  North County Solid Waste Disposal Facility
Used to account for the accumulation of excess revenue
                                                                  (NCSWDF) or commonly called North County Landfill
not required by the other funds. The Authority's Bond
                                                                  (Site 7) is the only active landfill in the County. The
Trust Indenture states that any funds in the General
                                                                  Authority is the owner and operator of NCSWDF and
Reserve Fund shall first be used for any deficiency in
                                                                  anticipates the useful life to be until approximately
amounts required for Operating Expenses, Debt
                                                                  2023.
Service, the Operating Reserve Fund Requirement, the
Renewal and Replacement Fund Requirement, and the                 NCRRF
Capital Improvement Fund requirement. Amounts not
                                                                  See Resource Recover Facility
required for the above purposes may be used to
purchase or redeem bonds; in connection with planning,            NON-AD VALOREM ASSESSMENT
development and determination of feasibility of future
                                                                  Fee that is assessed on improved property where the
extensions, improvements or additions to the solid
                                                                  rate is based on the value of the service provided.
waste system; or for any lawful purpose of the
Authority.                                                        NRC
GFOA                                                              Several members of the Authority‟s Recycling
Several members of the Authority‟s financial                      management team belong to the National Recycling
                                                                  Coalition (NRC). This professional organization assists
management team belong to the Government Finance
                                                                  its members in maintaining a high level of recycling
Officers Association (GFOA) of the United States and
                                                                  management and technology.
Canada. This professional organization assists its
members in maintaining a high level of governmental
financial management.


                                                            151
OBJECT CODE                                                       POST CLOSURE EXPENSES
An account to which a revenue, expense or                         The Authority under its special act is required to
encumbrance is recorded in order to accumulate and                maintain the integrity of closed landfills that were
categorize the various types of payments that are made            previously run by the County or have been closed by
by the Authority. These are normally grouped into                 the Authority. Post closure expenses are those costs
Personal Services, Operating Expenses, Capital Outlay,            related to maintaining these closed landfills in the
and other categories for budgetary analysis and                   county.
financial reporting purposes. Certain object codes are
                                                                  RECYCLING
mandated by the State of Florida Uniform Accounting
System.                                                           The process of separating certain types of materials
                                                                  from the solid waste stream to be sold to markets that
OBJECTIVE
                                                                  will reuse the materials in manufacturing of new
Time bound and measurable step toward a goal. They                products. Materials that the Authority collects in their
are clear targets for specific action(s). They have a             recycling programs include newspapers, office paper,
short time frame and state quantity.                              corrugated paper, plastic containers, glass containers
                                                                  and aluminum containers.
OPERATING FUND
                                                                  RENEWAL AND REPLACEMENT FUND
Used to account for operating expenses and
encumbrances enabling the Authority to provide                    Used to account for expenses and encumbrances per the
services. The Authority's Bond Trust Indenture states             Authority's Bond Trust Indenture to pay for
the Operating Fund is to be used to pay the current               extraordinary repairs to or the replacement or renewal
expenses of operation, maintenance and ordinary                   of capital assets, for the payment of costs incurred in
current repairs of the solid waste system including other         the preparation and closure of landfills, and for cost
reasonable current expenses as shall be in accordance             incurred for such extraordinary expenses peculiar to
with GAAP. Operating expenses would include                       landfills or the solid waste system. The trust indenture
personal services, administrative cost, insurance                 requires a reserve equal to at least one million dollars
premiums, supplies, and repair and maintenance.                   ($1,000,000). The consulting Engineer has increased
                                                                  this requirement to two million dollars ($2,000,000).
OPERATING RESERVE FUND
                                                                  The Renewal and Replacement Fund also includes the
Used to account for revenues deposited in reserve for             Landfill Management Escrow account that is required
payment of operating expenses whenever the moneys                 by FDEP to set aside funds currently that will be
on deposit in the Operating Fund are insufficient. The            needed to close the landfill.
Authority's Bond Trust Indenture requires the reserve to
                                                                  RESERVES
be a sum equal to one-sixth of the amount appropriated
in the annual budget for Operating Expenses for the               Amounts of money that is required to be set aside to be
then current fiscal year.                                         available for a specific purpose.
ORGANIZATION                                                      RESOURCE RECOVERY FACILITY (NCRRF)
A level of financial reporting and management                     The Waste to Energy (WTF) facility located at the
responsibility. Also used to identify specific areas of           North County Landfill site (Site 7) known as the North
the budget document by department, section and unit               County Resource Recovery Facility (NCRRF). This
level of detail.                                                  facility processes municipal solid waste (MSW) into
                                                                  refuse derived fuel (RDF) and produces electricity by
PERFORMANCE MEASURES
                                                                  using the RDF as fuel to drive the steam turbine system.
The measurable output activity of a department, section
                                                                  REVENUE FUND
or unit.
                                                                  Used to account for revenues received. In accordance
PERSONAL SERVICES
                                                                  with the Authority's Bond Trust Indenture, all revenues
Salaries, wages, and fringe benefits such as pensions             are deposited into the Revenue Fund upon receipt. The
and insurance for employees.                                      Indenture requires that the Authority on the 15th of
                                                                  each month withdraw sufficient revenues for deposit in
                                                                  the designated funds (flow of funds).




                                                            152
R/M                                                                TRIM (TRUTH IN MILLAGE) NOTICE
The Authority used acronym for Repair and                          A notice sent annually to property owners that explains
Maintenance expenses for Mobile Equipment,                         any changes in the assessments from the prior year.
Facilities, Grounds, etc.                                          The Authority is one of several agencies included on
RMRF                                                               the notice including the County‟s ad valorem taxes.
                                                                   The notice includes the Authority‟s telephone number
The Authority owns and contracts the operation of a
                                                                   for assistance or questions.
Residential Materials Recovery Facility (RMRF). All
recycling materials are delivered to the RMRF for
processing, bailing and delivery to applicable markets.
                                                                   TRUSTEE
SECTION
                                                                   Responsible for monitoring the activities of the
The second level of hierarchy within a department of               Authority that is regulated by the Trust Indenture. The
the Authority (i.e., Financial Services is a section under         Bank of New York Trust Company of Florida, N.A.
the Department of Financial Management Services).                  currently serves as Trustee.
SOURCE REDUCTION                                                   TRUST INDENTURE
A program established by the Authority to educate the              Agreement specifying primarily financial requirements
residents and commercial businesses of the county to               intended to maintain financial stability and satisfactory
reduce solid waste by using waste prevention practices.            debt management between the Authority and the
                                                                   Trustee.
SUBORDINATED DEBT FUND
                                                                   TRUTH IN MILLAGE LAW (TRIM)
This fund is used to meet the annual interest and
principal payment requirement for any subordinate                  A 1980 Florida law that was designed to keep the
indebtedness. This fund would also be used to record               public informed about the taxing intentions of the
the cost for those capital projects resulting from the             various taxing authorities. Once the assessment rates
subordinated indebtedness (i.e., bank loan, etc.).                 are published with the TRIM Notices, the Authority can
                                                                   not exceed these rates without conducting another
SWA
                                                                   public hearing.
The “Solid Waste Authority of Palm Beach County” or
                                                                   UNIT
as commonly used in this document “Authority”.
                                                                   The third and lowest level of hierarchy within a
SWANA
                                                                   department of the Authority (i.e., Accounting is a unit
Several members of the Authority‟s Operations                      under the Section of Financial Services and Department
management team belong to the Solid Waste                          of Financial Management Services).
Association of North America (SWANA). This
                                                                   W/MBE
professional organization assists its members in
maintaining a high level of solid waste management                 The Authority has a program to aggressively pursue a
and technology.                                                    goal of 15% of goods and services procured from
                                                                   Woman/Minority Business Enterprises (W/MBE).
TIPPING (USER) FEES
The fee charged for an incoming load of solid waste
based on either weight, volume or count and the type of
waste delivered.
TRANSFERS
Budget amounts transferred from one fund, one unit, or
one line item to another to assist in financing the
service of the recipient fund, unit, or line item.
TRANSFER STATION
A regional facility used by municipalities and solid
waste collection haulers to deliver material collected.
Transfer stations then truck the material to the
processing and disposal facilities.



                                                             153
154
                           Solid Waste Authority’s History in Brief
1974      Solid Waste Authority (SWA) created by             1988/89   Florida's comprehensive Solid Waste
          Florida State Legislature to plan a                          Management Act becomes law. It
          coordinated countywide solid waste                           mandates a 30% reduction in waste for
          management and resource recovery system                      all of Florida's 67 counties by 1994.
          (Chapter 74-564 Laws of Florida, DEP
          repealed and replaced by Chapter 75-473                      Central County Transfer Station
          Laws of Florida).                                            construction completed and in full
1979/80   Countywide Comprehensive Solid Waste                         operation.
          Management and Resource Recovery                   1989/90   Construction completed for the NCRRF
          Plan approved by Solid Waste Authority                       including RDF plant, Electric Generating
          Board and Florida Department of                              Plant and infrastructure to support
          Environmental Regulation (FDER).                             facility. Testing began.
1983/84   SWA assumed sole responsibility for                          Class I and Class III landfill at
          managing county landfills.                                   NCSWDF completed (Site 7).
          Site #7 officially designated as the North                   Full scale operation began at NCRRF.
          County Resource Recovery Facility
          (NCRRF) and North County Solid Waste                         Residential single-family recycling
          Disposal Facility (NCSWDF).                                  program expanded to 200,000 homes.
                                                                       Multi-family program initiated. Drop-
          Refuse Derived Fuel (RDF) combustion
                                                                       off program began.
          technology selected and approved for
          NCRRF.                                                       Interim Materials Recycling Facility
                                                                       (IMRF) constructed.
1984/85   $320 million in revenue bonds issued to
          finance NCRRF.                                               Illegal Dumping Program with County
                                                                       Sheriff's Deputies initiated.
          Contract finalized for purchase of Site #7
          for NCRRF.                                         1990/91   Acquisition of Kern property for Site #1.
1985/86   $100 million in revenue bonds issued to                      Residential special assessment is
          finance construction of future facilities                    implemented.
          and landfill closures.
                                                                       "Earth Day #21 - Recycling Comes of
1986/87   South County Transfer Station                                Age" annual event had an attendance of
          construction completed.                                      over 1,400 students from all parts of the
          Contract awarded for                                         county.
          construction/operation of NCRRF.                   1991/92   The first Tire Amnesty Days Program
          Power Plant Site Certification approved                      held.
          for NCRRF by Florida State Governor                          Delray Beach Household Hazardous
          and Cabinet.                                                 Waste Facility completed.
          Environmental assessment of future                           Drop-off areas for household hazardous
          South County resource recovery site                          waste were established at SWA transfer
          (Site #1) approved by SWA Governing                          stations.
          Board.
                                                                       Residential Materials Recycling Facility
1987/88   NCRRF construction began.                                    (RMRF) construction completed and in
                                                                       full operation.
          First S.T.O.P. (Stop Throwing Out
          Pollutants) program held.                                    Commercial Recycling Program
                                                                       initiated.
          "Cash For Cans" School Recycling
          Program initiated.                                           Commercial Assessments implemented.
          Lantana Landfill closed and Dyer                             Ferrous Processing Facility (FPF) began
          Landfill became the only landfill                            operations.
          accepting solid waste in the county.
          SWA's Residential Curbside Recycling
          Program officially began.

                                                       155
                           Solid Waste Authority’s History in Brief
1991/92   North County Transfer Station                              Construction begins on the new West
 cont.    construction completed and in full                         County Transfer Station. This will
          operation.                                                 replace the existing out dated facility.
                                                                     Construction completion is estimated for
          Composting Facility construction
                                                                     the fall of 1996.
          completed and in full operation.
                                                           1995/96   Final closure certification received by
          Palm Beach County Commissioners
                                                                     FDEP for Dyer Landfill. Construction
          officially became the SWA Governing
                                                                     begins for the development of a
          Board.
                                                                     recreational park. This construction
1992/93   Curbside recycling service was made                        project is a cooperative effort between
          available to over 98% of county single-                    the Authority and Palm Beach County’s
          family dwellings. 78% of the multi-                        Parks and Recreation Department.
          family homes in the county now have
                                                                     The Authority entered into a three party
          containerized recycling service.
                                                                     sale – purchase agreement between
          SWA Governing Board adopts a 50%                           South Florida Water Management
          waste reduction goal by 1998.                              District (SFWMD), Stofin Company,
                                                                     Inc. and the Authority for exchange of
          Interlocal agreements exercised with the
                                                                     the South County Regional Solid Waste
          City of West Palm Beach and Palm                           Disposal Facility (Site 1) for a 1600 acre
          Beach County for acceptance of their                       western county site.
          wastewater sludge to be used in the
          expanded Compost Facility.                       1996/97   Construction completed and grand
                                                                     opening ceremonies held for the
          Awarded new franchised solid waste
                                                                     recreational park at the closed Dyer
          collection contracts.
                                                                     Blvd. Landfill.
1993/94   West Central County Transfer Station                       The new West County Transfer Station
          completed and opens for full operation.                    completed and opens for full operation.
          Construction of a Class III Waste
                                                                     New operator (FCR, Inc.) and contract
          Reduction Facility completed and in full
                                                                     awarded for the operation and
          operation.
                                                                     maintenance of the North County
          Composting Facility expansion                              Materials Recycling Facility.
          completed.                                                 Awarded new franchised solid waste
                                                           1997/98
          Waste characterization study for the                       collection contracts.
          county conducted and completed.
                                                                     Construction started for the expansion of
1993/94   Expanded residential recycling materials                   the Material Recycling Facility.
 cont.    program goes countywide in March,                          Construction is estimated to be
          1994.                                                      completed in early 1999.
          Source Reduction project initiated.              1998/99   The grand re-opening of the Residential
                                                                     Materials Recycling Facility was held in
1994/95   Commercial Waste Generation study for                      Feb.
          the County completed and utilized with
          the 1995/96 Commercial Assessment                          Dredge “Electra” was sold and
          rates.                                                     disassembled for transport. All
                                                                     employees related to marine activities
          The fluorescent lamps and mercury                          were transferred to other units.
          containing devices from residential
          household disposal program begins.               1999/00   Renovation project started at South
                                                                     County Transfer Station.
          FDEP approves request for modification
          of footprint, height and slope of the                      Resource Depot, Inc. (a reusable
          NCSWDF. These modifications will                           resource center and commercial waste
          increase landfill capacity to                              exchange program) is started.
          approximately 2020.                                        Expansion of the Yardwaste Processing
                                                                     Facility is started.


                                                     156
                           Solid Waste Authority’s History in Brief
2000/01   Yardwaste Processing Facility                               Household Hazardous Waste Collection
          completed and open for full operations.                     Facility started its expansion
                                                                      construction.
          The closed Lantana Landfill park and
          golf course is started.                                     Construction continues of the expansion
                                                                      of the Central County Transfer Station.
          Design engineering began on the
          Wastewater Lime Sludge recalcination              2004/05   Hurricanes Francis & Jeanne hit Palm
          Facility.                                                   Beach County within two weeks of each
                                                                      other. The Authority collected and
          Design engineering began on the
                                                                      disposed in excess of 3 million cubic
          Biosolids Pelletization Facility.
                                                                      yards of storm debris.
          NCRRF warehouse and Authority
                                                                      Contract negotiated and completed with
          Visitor Center is started.
                                                                      the joint venture for the construction of
2001/02   Authority Visitor Center is completed.                      the Biosolids Pelletization Facility.

          Land is purchased and Design                      2005/06   Hurricane Wilma hit Palm Beach
          Engineering is started for the expansion                    County and the Authority collected
          of the Central County Transfer Station.                     approximately 3 million cubic yards of
                                                                      storm debris.
2001/02   Expansion of the Hazardous Waste
          Collection facilities at the North and                      Construction started on a joint project
          West Central County Transfer Stations is                    with Palm Beach County Parks and Rec.
          completed.                                                  for an 18-hole golf course at the closed
                                                                      Lantana Landfill.
          E-TV - Authority produced public
          service television program started.                         Construction projects continue at Central
                                                                      County Transfer Station and Biosolids
2002/03   Design Engineering completed, contract                      Pelletization Facility.
          awarded and construction began for the
          expansion of the Central County                   2006/07   Biosolids Pelletization Facility
          Transfer Station.                                           construction started

          Design engineering and facility analysis                    Park Ridge Golf Course completed and
          continues for the Wastewater Lime                           opened for play on the closed Lantana
          Sludge recalcination Facility.                              Landfill

          Design engineering and facility analysis                    Delays continue on the completion of
          continues for the Biosolids Pelletization                   Central County Transfer Station
          Facility.                                                   expansion project.

          Completion of the Children’s Gold                 2007/08   Central County Transfer Station
          Foundation golf course for handicapped                      expansion projected (phase 1
          children at Dyer Park (former landfill).                    completed).

          Completion of the Authority Debris                          Permitting, design and initial
          Management Plan to work in tandem                           construction started on the South West
          with the County’s Emergency                                 County Transfer Station
          Management and local municipality’s                         Planning and permitting phase started
          emergency plans for a major storm                           for the new landfill in western Palm
          event.                                                      Beach County
2003/04   Design engineering and RFQ/RFP                              Construction started for the relocation of
          process completed and contract awarded                      the Residential Recycling Facility.
          for the Biosolids Pelletization Facility
                                                                      Started the refurbishment of the NCRRF
          Received an AA- rating from Standards                       to meet the demands of the new 2010
          & Poor’s and Aa3 from Moody’s                               contract.
          Investors Service, making us the first
          solid waste agency using waste-to-                          Initial planning for an additional Waste-
          energy technology with a rating in the                      to-Energy (Mass Burn) facility adjacent
          double A category.                                          to the NCRRF.

                                                      157
                        Solid Waste Authority Awards Received
Solid Waste Association of North America (SWANA):
                                Award Title                                   Year Received
Recycling Excellence Awards Program – Honorable Mention for Processing            1991
and marketing
Recycling Excellence Awards Program – Meritorious Achievement for Overall          1991
Recycling Programs
Transfer Station Excellence Awards Program – Central County Transfer               1991
Station – System Excellence
System Excellence Award – Permanent collection program of household                1993
hazardous waste
Transfer Station Excellence Awards Program – North County Transfer Station         1994
– System Excellence
Transfer Station Excellence Awards Program – West Central County Transfer          1996
Station – System Excellence
Excellence in Solid Waste Education Award - “Household Hazardous Waste             1997
& Pollution Prevention”
Excellence in Municipal Solid Waste Management – Public Education                  1997
Excellence Award – Category III – “Pollution Prevention Starts at Home”


Governmental Refuse Collection and Disposal Association (GRCDA):
                                Award Title                                   Year Received
National Landfill Excellence Award – Dyer Blvd. Landfill                          1987
National Landfill Excellence Award – Dyer Blvd. Landfill                          1989
National Landfill Excellence Award – North County Landfill                        1990


Government Finance Officers Association (GFOA):
                                 Award Title                                  Year Received
Certificate of Achievement for Excellence in Financial Reporting             1987 through 2007
Distinguished Budget Presentation Award                                      1994 through 2008
Distinguished Budget Presentation Award –“An Outstanding Policy              1999 through 2000
Document, Financial Plan, and Communication Device”
Distinguished Budget Presentation Award – “Special Capital Recognition”      2000 through 2003
Distinguished Budget Presentation Award – “An Outstanding as a                      2002
Communication Device”


Women in Communication Association (WICA):
                                 Award Title                                  Year Received
ACE Award for Educational Piece-Direct Mail – Dyer Park Note Cards                1997
ACE Award for Special Print Communication – Annual Report 1995/96                 1997
ACE Award for Special Print Communication – 25th Anniversary overview             1999
publication & recycling brochure




                                                     158
                        Solid Waste Authority Awards Received
Florida Government Communicators Association (FGCA):
                                 Award Title                                   Year Received
First Place – “Waste Matters” video/communication education                        1994
First Place – Volunteer Coordinators Program/Community Education                   1994
Second Place – Photography on “Biocycle” magazine cover                            1994
Gold Award – “Dyer Park Grand Opening” Special Event                               1997
Silver Award – “Waste Matters” television show                                     1997
Gold Award – Outstanding Event – Dyer Park Grand Opening                           1997
Gold Award – “Old Newspaper Recycling Campaign”                                    1999
Bronze Award – “Residential Materials Recycling Grand Re-Opening”                  1999


Advertising Club (Federation) of the Palm Beaches:
                               Award Title                                     Year Received
Gold Award - Summer television recycling education program                         1996
Gold Addy – “Recycle Right” Billboard advertising                                  1997
Silver Addy – Dyer Park Poster                                                     1997
One Gold & Five Silver Addy – Recycling Education Campaign                         1999
One Gold & Three Silver Addy – Recycling Education Campaign                        2000
Two Gold & Three Silver Addy – Recycling Education Campaign                        2001
Five Local Addy’s                                                                  2002
Three Silver Addy – Recycling Education Campaign                                   2003
Two Gold and Seven Silver Addy – Recycling Education Campaign                      2004
Four Silver Addy – Recycling Education Campaign                                    2005
One Gold and four Silver Addy – Recycling Bin Campaign                             2006


Miscellaneous Organizations:
           Organization                          Award Title                   Year Received
Florida Nurserymen & Growers       Special Recognition for landscape work at       1987
Association                        Dyer Blvd. Landfill Restoration Project
State of Florida Governor’s        Award for Energy Innovation – NCRRF             1987
Office
Keep America Beautiful             Recycling Award, Local Government               1991
                                   Category
National Recycling Coalition       Beth Brown-Beottner Award for                   1991
(NRC)                              Government Leadership
State of Florida Governor’s        Environmental Education Award               1992 & 1993
Office                             (Government Category Finalist)
American Society of Mechanical     National Recognition Award –                    1994
Engineers – Solid Waste Division   Composting Facility for environmental
                                   performance and technical efficiency




                                                     159
                         Solid Waste Authority Awards Received
Miscellaneous Organizations:
           Organization                          Award Title                Year Received
City/County Communications &      Award of Excellence – “Waste Matters”         1996
Marketing Association             television show
American Forest & Paper Assoc.    Most Improved Paper Recycling Program         1997
The Florida Assoc. of Public      Distinguished Purchasing Department –         1998
Purchasing Officers, Inc.         Medium Entity
National Association of County    Area & Facilities Award – Dyer Park           1998
Parks & Recreation Officials
The Palm Beach /Treasure Coast    Stellar Corporation Award                     1998
Chapter of the Association for
Women in Communication
City/County Communications &      Gold SAVVY Award – Annual Report              1998
Marketing Association
National Institute of             Agency Accreditation Achievement              1999
Governmental Purchasing (NIGP)    Award
International Television and      Bronze AIME in the category of video          1999
Video Association                 editing
Safety Council of Palm Beach      Excellence in Worker Safety &              1999; 2006
County                            Excellence in Vehicle Safety
Recycle Florida Today             Best Urban Recycling Program (Joint           2000
                                  award with City of West Palm Beach
                                  Public Works Department)
Florida Association of            Project Award – Adopt-A-Spot                  2002
Environmental Professionals
Aurora International Film &       National Gold Aurora Award (5)                2002
Television Assoc.
National Academy of Television    Suncoast Regional Emmy Nomination for         2003
Arts & Science                    Talent/Host Category
Rebuilding Together of the Palm   Special Recognition                           2003
Beaches
Recycle Florida Today             Outstanding County/City (Urban)               2003
                                  Recycling for Waste Prevention – SWA
                                  Business Equipment Reuse Center
                                  (BERC)
Aurora International Film &       International Gold Aurora Award (4)           2003
Television Assoc.
Florida Festivals and Events      TV Advertisements, Community                  2003
Assoc. (FFEA)                     Partnership with Sheriff Drug Farm &
                                  Best Promotional Item
National Purchasing Institute     Achievement of Excellence in                  2003
                                  Procurement Award
Treasure Coast Chapter of the     Environmental Excellence Award for            2003
National Association of           Conservation Programs – eTV & Florida’s
Environmental Professionals       Future
National Academy of Television    Emmy Award – eTV On screen talent             2005
Arts and Sciences
International Communicator        Four Award of Distinction; Two                2005
Award                             Honorable Mention; One Crystal Award
                                  of Distinction – Recycling Education
                                  Campaign materials




                                                    160

				
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