Loading...
HomeMy WebLinkAbout2019/02/04 - Briefing Packet February 4.1 BOARD OF MASON COUNTY COMMISSIONERS DRAFT BRIEFING MEETING AGENDA 411 North Fifth Street, Shelton WA 98584 Week of February 4, 2019 Monday, February 4, 2019 Commission Chambers 9:00 A.M. Support Services — Frank Pinter 10:00 A.M. Community Services — Dave Windom 10:30 A.M. BREAK 10:45 A.M. Public Works — Jerry Hauth Utilities & Waste Management 11:30 A.M. Clerk- Sharon Fogo Commissioner Discussion — as needed BREAK— NOON 2:00 P.M. Elected Official/Department Head Meeting Commissioner Discussion — as needed Tuesday, February 5, 2019 Noon Joint meeting with Squaxin Island Tribal Council Little Creek Resort, 91 W SR 108, Shelton T-Peeksin Room Briefing Agendas are subject to change,please contact the Commissioners'office for the most recent version. Last printed 02/01/19 at 1:29 PM If special accommodations are needed,contact the Commissioners'office at ext.419,Shelton#360-427-9670;Belfair #275-4467,Elma#482-5269. MASON COUNTY COMMISSIONER BRIEFING INFORMATION FOR WEEK OF February 4, 2019 In the spirit of public information and inclusion, the attached is a draft of information for Commissioner consideration and discussion at the above briefing. This information is subject to change, additions and/or deletion and is not all inclusive of what will be presented to the Commissioners. We have changed the packet format so that it is an interactive document. Please click on the agenda item which then takes you to the cover sheet of that section in the document. To get back to the agenda, hit your "home" key on the keyboard. Please see draft briefing agenda for schedule. CO 1854 Mason County Support Services Department Budget Management S° co th Commissioner Administration 411 North 5 Street ��_�•-. Emergency Management V Shelton, WA 98584 Facilities, Parks&Trails a 360.427.9670 ext. 419 Human Resources Information Services Labor Relations iXSt Risk Management MASON COUNTY COMMISSIONER BRIEFING ITEMS FROM SUPPORT SERVICES February 4, 2019 • Specific Items for Review o Realignment request for Chief Deputy Prosecuting Attorney &Sheriff- Frank o Realignment request of Public Works Managers &Jail Lieutenant—Frank o MOU for restructure of CSO's responsibility to Deputy Sheriff— Frank o Request for out-of-class pay for Meghan Andrews— Frank o Request to set a budget hearing on March 19—Jennifer • Commissioner Discussion o Consider adopting Resolution to oppose implementation of 1-1639—Cmmr. Shutty J:\DLZ\Briefmg Items\2019\2019-02-04.docx MASON COUNTY BRIEFING ITEM SUMMARY FORM TO: BOARD OF MASON COUNTY COMMISSIONERS FROM: Frank Pinter DEPARTMENT: Support Services EXT: 530 BRIEFING DATE: February 4, 2019 PREVIOUS BRIEFING DATES: If this is a follow-up briefing, please provide only new information ITEM: Proposal to consider setting the Sheriff salary at 60% of a Superior Court Judge salary and setting the Chief Deputy Prosecuting Attorney's salary at 75% of a Superior Court Judge salary. EXECUTIVE SUMMARY: Historically the salaries of the Auditor, Assessor, Clerk, Coroner and Treasurer have been established at 95% of the Commissioners' salary and the Sheriff's salary has been established at 22% above these Elected Officials'salary. The proposal is to consider setting the Sheriff salary at 60% of a Superior Court Judge salary. The Commissioners adopted Resolution 61-08 on May 27, 2008 tying the Prosecuting Attorney's wage to the wage of a Superior Court Judge at 100% and now are considering tying the Chief Deputy Prosecuting Attorney's wage to the wage of a Superior Court Judge at 75%. This would relieve potential salary compression with the Deputy Prosecutor positions that are covered by a collective bargaining agreement. The Superior Court Judge salary is established by the Washington Citizens Commission on Salaries. Senate Bill 5268 has been introduced in the 2019 Legislative Session which would set the Sheriff salary at the same amount as the Prosecuting Attorney. BUDGET IMPACTS: See attachment RECOMMENDED OR REQUESTED ACTION: Place the resolutions establishing these salaries on an Action Agenda for adoption. Briefing Summary 1/30/2019 Budget Impact of Sheriff&Chief Deputy Prosecuting Attorney Salaries Based on Superior Court Judge Salary Current Salary Proposed Salary Proposed Salary Proposed Salary Position at 1/1/19 Effective 1/1/19 Effective 7/1/19 Effective 7/1/20 Superior Court Judge $ 172,571.00 $ 172,571 $ 194,574 $ 204,424 Sheriff-60%of SCJ $ 96,420.00 $ 103,543 $ 116,744 $ 122,654 Chief Deputy PA- 75%of SCJ $ 123,679.00 $ 129,428 $ 145,931 $ 153,318 Proposed Salary Total 2019 Adt'I Total 2020 Adt'I Sheriff Adt'I Cost Per Year 3/1-6/30/19 7/1-12/31/19 Salary Costs Salary Costs Salary $ 2,350 $ 10,162 $ 12,513 $ 26,234 FICA $ 180 $ 777 $ 957 $ 2,007 PERS $ 306 $ 1,321 $ 1,627 $ 3,410 WA Paid FMLA $ 3 $ 14 $ 17 $ 35 Total Sheriff $ 2,839 $ 12,274 $ 15,113 $ 31,687 Proposed Salary Total 2019 Adt'I Total 2020 Adt'I Chief Deputy PA Adt'I Cost Per Year 3/1-6/30/19 7/1-12/31/19 Salary Costs Salary Costs Salary $ 1,897 $ 11,126 $ 13,023 $ 29,639 FICA $ 376 $ 615 $ 991 $ 722 PERS $ 247 $ 1,446 $ 1,693 $ 3,853 WA Paid FMLA $ 3 $ 15 $ 17 $ 39 Total Prosecutor $ 2,522 $ 13,202 $ 15,725 $ 34,254 S-0611 . 1 SENATE BILL 5268 State of Washington 66th Legislature 2019 Regular Session By Senator Hunt 1 AN ACT Relating to the salaries of county sheriffs; and amending 2 RCW 36. 17 . 020 . 3 BE IT ENACTED BY THE LEGISLATURE OF THE STATE OF WASHINGTON: 4 Sec. 1. RCW 36. 17 . 020 and 2008 c 309 s 2 are each amended to 5 read as follows: 6 The county legislative authority of each county or a county 7 commissioner or councilmember salary commission which conforms with 8 RCW 36. 17 . 024 is authorized to establish the salaries of the elected 9 officials of the county. The state and county shall contribute to the 10 costs of the salary of the elected prosecuting attorney as set forth 11 in subsection (11) of this section. The annual salary of a county 12 elected official shall not be less than the following: 13 (1) In each county with a population of one million or more: 14 Auditor, clerk, treasurer, ( (shei-if f, ) ) members of the county 15 legislative authority, and coroner, eighteen thousand dollars; and 16 assessor, nineteen thousand dollars; 17 (2) In each county with a population of from two hundred ten 18 thousand to less than one million: Auditor, seventeen thousand six 19 hundred dollars; clerk, seventeen thousand six hundred dollars; 20 treasurer, seventeen thousand six hundred dollars; ( (sheLciffi 21 nineteen tl=ieusand five hune ree d-ellarT) ) assessor, seventeen P. 1 SB 5268 1 thousand six hundred dollars; members of the county legislative 2 authority, nineteen thousand five hundred dollars; and coroner, 3 seventeen thousand six hundred dollars; 4 (3) In each county with a population of from one hundred twenty- 5 five thousand to less than two hundred ten thousand: Auditor, sixteen 6 thousand dollars; clerk, sixteen thousand dollars; treasurer, sixteen 7 thousand dollars; ( (slie~ , ff, seventeen }ti'^"^ ""a ^1" ii"REir-,a 8 �'^�T) ) assessor, sixteen thousand dollars; members of the county 9 legislative authority, seventeen thousand six hundred dollars; and 10 coroner, sixteen thousand dollars; 11 (4) In each county with a population of from seventy thousand to 12 less than one hundred twenty-five thousand: Auditor, fourteen 13 thousand nine hundred dollars; clerk, fourteen thousand nine hundred 14 dollars; treasurer, fourteen thousand nine hundred dollars; assessor, 15 fourteen thousand nine hundred dollars; ( (sheic ff, €eui=t-e^n thea sane 16 nine- hundieedellai=s;) ) members of the county legislative authority, 17 fourteen thousand nine hundred dollars; and coroner, fourteen 18 thousand nine hundred dollars; 19 (5) In each county with a population of from forty thousand to 20 less than seventy thousand: Auditor, thirteen thousand eight hundred 21 dollars; clerk, thirteen thousand eight hundred dollars; treasurer, 22 thirteen thousand eight hundred dollars; assessor, thirteen thousand 23 eight hundred dollars; ( (shefiff,thiL-teen theusanel eioght ndL-eE' 24 E ^�' a-) ) members of the county legislative authority, thirteen 25 thousand eight hundred dollars; and coroner, thirteen thousand eight 26 hundred dollars; 27 (6) In each county with a population of from eighteen thousand to 28 less than forty thousand: Auditor, twelve thousand one hundred 29 dollars; clerk, twelve thousand one hundred dollars; treasurer, 30 twelve thousand one hundred dollars; ( (shier ff, twelve--t-heus nd ene 31 htin Yee de l ,V^; ) ) assessor, twelve thousand one hundred dollars; and 32 members of the county legislative authority, eleven thousand dollars; 33 (7) In each county with a population of from twelve thousand to 34 less than eighteen thousand: Auditor, ten thousand one hundred 35 dollars; clerk, ten thousand one hundred dollars; treasurer, ten 36 thousand one hundred dollars; assessor, ten thousand one hundred 37 dollars; ( (Srheif,el *-h^''sand twe hidn6red 6ellarj; ) ) and 38 members of the county legislative authority, nine thousand four 39 hundred dollars; p. 2 SB 5268 1 (8) In each county with a population of from eight thousand to 2 less than twelve thousand: Auditor, ten thousand one hundred dollars; 3 clerk, ten thousand one hundred dollars; treasurer, ten thousand one 4 hundred dollars; assessor, ten thousand one hundred dollars; 5 ( (s e-iaif,eleven �Teias,n d t••e h uneliee-d-e lis; ) ) and members of the 6 county legislative authority, seven thousand dollars; 7 (9) In each county with a population of from five thousand to 8 less than eight thousand: Auditor, nine thousand one hundred dollars; 9 clerk, nine thousand one hundred dollars; treasurer, nine thousand 10 one hundred dollars; assessor, nine thousand one hundred dollars; 11 ( (sher ff, ten theusand five huneli-ed eiellars;) ) and members of the 12 county legislative authority, six thousand five hundred dollars; 13 (10) In each other county: Auditor, nine thousand one hundred 14 dollars; clerk, nine thousand one hundred dollars; treasurer, nine 15 thousand one hundred dollars; ( (sheY `f, ten tl:iettsanei five h...-.ei1 16 �'e�s, ) ) assessor, nine thousand one hundred dollars; and members 17 of the county legislative authority, six thousand five hundred 18 dollars; 19 (11) The state of Washington shall contribute an amount equal to 20 one-half the salary of a superior court judge towards the salary of 21 the elected prosecuting attorney. Upon receipt of the state 22 contribution, a county shall continue to contribute towards the 23 salary of the elected prosecuting attorney in an amount that equals 24 or exceeds that contributed by the county in 2008; 25 (12) In each county, the sheriff must be provided an annual 26 salary not less than that provided to the prosecuting attorney of 27 that county. --- END --- p. 3 SB 5268 LOCAL GOVERNMENT FISCAL NOTE Department of Commerce Bill Number: 5268 SB Fitle: County sheriff salaries Part I: Jurisdiction-Location,type or status of political subdivision defines range of fiscal impacts. Legislation Impacts: ❑ Cities: X] Counties: Increased costs for sheriffs'salaries Special Districts: Specific jurisdictions only: ❑ Variance occurs due to: Part II: Estimates F1No fiscal impacts. F1Expenditures represent one-time costs: F1Legislation provides local option: ❑ Key variables cannot be estimated with certainty at this time: Estimated revenue impacts to: None Estimated expenditure impacts to: Jurisdiction FY 2020 FY 2021 2019-21 1 2021-23 1 2023.25 County 1.420 668 1,420 668 1 2,841,336 1 2,841,336 2,841,336 TOTAL 1.420 668 1.420668 2.841 336 2.841 336 2.841,336 GRAND TOTAL$ 8,524,008 Part III: Preparation and Approval Fiscal Note Analyst: Alice Zillah Phone: 360-725-5035 ate: 01/23/2019 Leg.Committee Contact: Ivy Richardson Phone: 360-786-7400 ate: 01/16/2019 Agency Approval: Allan Johnson Phone: 360-725-5033 ate: 01/23/2019 OFM Review: Kath Cod Phone: (360)902-9822 ate: 01/23/2019 Page 1 of 2 Bill Number: 5268 SB FNS060 Local Government Fiscal Note Part IV: Analysis A. SUMMARY OF BILL Provide a clear,succinct description of the bill with an emphasis on how it impacts local government. The bill amends RCW 36.17.020.In each county,the sheriff must be provided an annual salary not less than that provided to the prosecuting attorney of that county. B. SUMMARY OF EXPENDITURE IMPACTS Briefly describe and quanta the expenditure impacts of the legislation on local governments, identifying the expenditure provisions by section number, and when appropriate, the detail of expenditures. Delineate between city, county and special district impacts. The legislation would result in expenditure impacts for counties,due to the requirement that they increase their sheriffs'salaries to match that of their prosecutors'. According to data from the 2018 Salary and Benefits Survey(Association of Washington Cities),all counties reporting data(35 of 39)pay their prosecutors more than their sheriffs.The variance ranges from$5,784 more in King County,to$77,112 more in Mason County.On average,prosecutors make$40,591 per year more than sheriffs. In total,the difference calculates to$118,389 per month,or$1,420,668 per year.Therefore counties would have increased expenditures to bring sheriffs'salaries in line with prosecutors. C. SUMMARY OF REVENUE IMPACTS Briefly describe and quanta the revenue impacts of the legislation on local governments, identifying the revenue provisions by section number, and when appropriate, the detail of revenue sources. Delineate between city, county and special district impacts. The legislation would have no revenue impact for local government. SOURCES: Association of Washington Cities Salary and Benefits survey Page 2 of 2 Bill Number: 5268 SB FNS060 Local Government Fiscal Note MASON COUNTY BRIEFING ITEM SUMMARY FORM TO: BOARD OF MASON COUNTY COMMISSIONERS FROM: Frank Pinter DEPARTMENT: Support Services EXT: 530 BRIEFING DATE: February 4, 2019 PREVIOUS BRIEFING DATES: January 14th & 28th, 2019 If this is a follow-up briefing, lease provide only new information ITEM: Approval to amend Resolution 05-19 to revise the Non-Represented Salary Scale Range Alignment by approving the request to the removal of Chief Deputy Prosecuting Attorney form the Non Represented Salary Scale, Realigning the Technical Services Manager from Salary Range 33 to Salary Range 38, Realigning the Jail Lieutenant from Salary Range 35 to Salary Range 41, and Realigning Engineering & Construction Manager from Salary Range 35 to Salary Range 40, and place the incumbent Engineering & Construction Manager at Salary Step 3. EXECUTIVE SUMMARY: The Chief Deputy Prosecuting Attorney is being removed to a separate Resolution to link the wage directly by 75% to that of a Superior Court Judge. Jail Chief Kevin Hanson has requested that due to recruit and retain issues the realignment of the Jail Lieutenant position from Salary Range 35 to Salary Range 41. Public Works Director Jerry Hauth has requested realignment of both the Technical Services Manager and Engineering & Construction Manager. He specifically requested the Technical Services Manager be realigned from Salary Range 33 to Salary Range 40. He requested the Engineering & Construction Manager be realigned from Salary Range 35 to Salary Range 40. Support Services Director Frank Pinter reviewed the requests and supports all but the realignment of the Technical Services Manager to a Salary Range 40. Director Pinter's recommendation is to realign that position to Salary Range 38. RECOMMENDED OR REQUESTED ACTION: Approval to place on the February 12, 2019 Action Agenda the resolution to revise the Non-Represented Salary Scale Range Alignment ATTACHMENT: Resolution, Non-Represented Salary Scale Range Alignment and current position descriptions. RESOLUTION NO. AMENDING RESOLUTION NO. 05-19 TO REVISE THE NON-REPRESENTED SALARY SCALE RANGE ALIGNEMENT BY REMOVING CHIEF DEPUTY PROSECUTING ATTORNEY FROM THE NON REPRESENTED SALARY SCALE, REALIGNING THE TECHNICAL SERVICES MANAGER, JAIL LIEUTENANT, AND ENGINEERING & CONSTRUCTION MANAGER. WHEREAS, RCW 36.16.070 states that"...the Board of County Commissioners shall fix and determine each item of the budget separately and shall by resolution adopt the budget...," WHEREAS, RCW 36.16.070 states that"...In all cases where the duties of any county office are greater than can be performed by the person elected to fill it, the officer may employ deputies and other necessary employees with the consent of the board of county commissioners. The board shall fix their compensation..."; WHEREAS, The Board of County Commissioners removes the Chief Deputy Prosecuting Attorney's salary from the Non-Represented Salary Scale to set an individual Resolution tying to the wage of the Superior Court Judge at 75%. WHEREAS, The Board of County Commissioners approve the realignment of the Technical Services Manager from a Salary Range 33 to Salary Range 38 on the Non- Represented Salary Scale. WHEREAS, The Board of County Commissioners approve the realignment of the Jail Lieutenant from a Salary Range 35 to Salary Range 41 on the Non-Represented Salary Scale. WHEREAS, The Board of County Commissioners approve the realignment of the Engineering & Construction Manager from a Salary Range 35 to Salary Range 40 on the Non- Represented Salary Scale and place the incumbent at Salary Step 3. NOW, THEREFORE BE IT RESOLVED that the Board of County Commissioners does hereby revise the Non-Represented Salary Scale Range Alignment approving the removal of the Chief Deputy Prosecuting Attorney, realignment of the Technical Services Manager from a Salary Range 33 to Salary Range 38, Jail Lieutenant from Salary Range 35 to Salary Range 41, and the Engineering & Construction Manager from Salary Range 35 to Salary Range 40, and place the incumbent at Engineering &Construction Manager at Salary Step 3. DATED this day of February 2019. BOARD OF COUNTY COMMISSIONERS ATTEST: MASON COUNTY, WASHINGTON Melissa Drewry, Clerk of the Board Kevin Shutty, Chair APPROVED AS TO FORM: Randy Neatherlin, Commissioner Michael Dorcy, Prosecutor Sharon Trask, Commissioner Human Resources Budget Management co Mason County Support Services Department Commissioner Administration 411 N 5th Street Emergency Management Facilities, Parks&Trails Shelton, WA 98584 Human Resources 360.427.9670 ext. 422 Information Services Labor Relations 1854 Frank Pinter, Director Risk Management MEMORANDUM To: Board of County Commissioners From: Frank Pinter, Support Services Director Date: January 29, 2019 Subject: Technical Services Manager Reclassification Request Union/Non Represented: Non Represented Current Range/Step: Range 33 Salary: $68,216-$80,994 Requested Ranize/Step: Range 38 Salary: $77,072 -$91,507 teguested New Title: No Change Background: (Per Department's Request)Additional duties of development review and the supervision of the staff associated with was added into the position's responsibilities. Per the department the position summary entails, Plans, organizes and directs the Technical Services Division of Public Works including Geographic Information Systems(GIS), Right-of-Way(ROW),Transportation, Utility/Environmental Permitting,Stormwater and Development Review. Responsible for division budgets and reporting. Serves as the Department lead for planning, policy development, and emerging issues as assigned by the Director or County Engineer. Represents the Department and County on regional, inter-agency and inter-jurisdictional boards, committees, and workgroups. Demonstrates initiative and leadership in performing job functions. Analysis:There was a minor change to the position description,which does not qualify for a reclassification.The request is to realign the position to meet the market analysis and parity within the department. This position is currently vacant. HR Recommendation: Recommendation is to realign the Technical Services Manager to a Salary Range 38,on the Non Represented Salary Scale.This will result in a 12.5% increase for the position. HR Recommended Range/Step: Range 38 Salary: $77,072-$91,507 I01/30/199 1:39 PM29 PM7-;56 AM MASON COUNTY POSITION DESCRIPTION Title: Technical Services Manager Department: Public Works Proposed Title: Same Reports to: Publ a Wer— s Pir-eete Coun Affiliation: Exempt Supervises:GIS Analyst, GIS Technician, ROW Agent, Engineering Technicians (Transportation and Development Review),Road Utilities Specialist, Environmental Permit Coordinator, Hydraulic Engineer (Stormwater Last Revised: N/A Budget: JOB SUMMARY: Plans, organizes and directs the Technical Services Division of Public Works including Geographic Information Systems (GIS),Right-of-Way(ROW),Transportation, Utility/Environmental Permitting, Stormwater and Ster-mwter-Development Review. Responsible for division budgets and reporting. Serves as the Department lead for planning, policy development, and emerging issues as assigned by the Director or County Engineer. Represents the Department and County on regional, inter-agency and inter jurisdictional boards, committees, and workgroups. Demonstrates initiative and leadership in performing job functions. WORK/RESPONSIBILITIES: ■ Oversees and ensures efficient and timely service delivery to internal and external clients. ■ Manages, coordinates and organizes staff assignments and workloads. ■ Determines the need for professional services, and prepares RFQ/RFP's,negotiates and manages consultant agreements for the Technical Services Division. ■ Participates in personnel matters, performs employee evaluations,monitors and resolves grievances, and provides or obtains adequate technical training or assistance to employees to ensure effective delivery of services. ■ Develops and manages budgets for the Technical Services Division. ■ Monitors and pursues a wide range of funding sources;manages grants and loans; prepares and negotiates intra-department, inter-local and inter-governmental agreements. ■ Responds to requests for technical assistance and information from the public and other agencies. Responds to and resolves inquiries, complaints, problems or emergencies affecting the availability or quality of technical services. ■ Responsible for developing and updating relevant elements of the Capital Facilities Plan, County Comprehensive Plan and Codes. ■ Represents the Department and County through participation in regional, interagency, and inter jurisdictional boards, committees, and workgroups. 01/30/1901109/19 1:39 PM-1.0 ' Ing.2.29 M7:55 AM ■ Develops and implements policies, procedures, and performance standards to ensure compliance with County guidelines and objectives. ■ Frames policy issues and develops recommendations for the Director, County Road Engineer and Commissioners. ■ Coordinates and facilitates project team meetings with other department managers and project stakeholders. ■ Performs or oversees the review of private development engineering plans, specifications, estimates, and other documents relating to issues such as geotechnical, stormwater, and structural features for completeness and accuracy. ■ Attends and participates in professional group meetings, keeps abreast of new trends and innovations in the engineering field. ■ Performs a variety of office, field support, and related duties, as required. WORKING CONDITIONS: Required to sit, talk, and hear; frequently required to use hands to: finger, feel or handle writing utensils, computers and office supplies which require repetitive arm, wrist and hand movement. Occasionally required to stand and reach with arms and hands, climb, balance, stoop, kneel, crouch, bend or crawl. Specific vision abilities include close, distant, color, and peripheral vision, depth perception and to adjust focus. Visits job sites that require walking on uneven, rocky, or rough ground. Position requires mental acuity to ensure thorough analysis of situations in a fast-paced environment. May be required to deal with irate, disgruntled individuals requiring the use of conflict management skills. Employee is frequently required to perform work in confidence and under pressure for deadlines, and is required to maintain professional composure and tact, patience and courtesy at all times. QUALIFICATIONS Knowledge of: Federal, State and Local regulations pertaining to: ■ property acquisition, disposal, right-of-way, and easements; ■ county road funding, pavement management, traffic data collection and analysis; and transportation data management and analysis tools; ■ environmental issues and impacts of road construction projects; ■ utility permits and franchise agreements; ■ stormwater management, salmon recovery and ecosystem restoration; ■ general county government operations, e.g. emergency response/E-911, planning, community development, public works, etc.; and ■ GIS software, information systems, and data management. 01/30/1901109/19 1:39 PM1:n-P onnl-P•29 PM7:55 AM Ability to: ■ Apply management, budgeting and supervision principles and practices; ■ Set priorities with limited supervision, and establish and maintain project schedules; ■ Analyze and solve a variety of complex planning problems; ■ Develop, calculate, analyze, and communicate a wide variety of funding mechanisms; ■ Develop goals and objectives and conduct planning activities; ■ Represent the County in a professional manner; ■ Establish and maintain effective working relationships with employees, County Commissioners, other agencies, consultants, contractors and the general public; ■ Communicate effectively, both orally and in writing, to a wide variety of audiences and individuals regarding complex or sensitive issues or regulations; ■ Facilitate solutions for competing needs and agendas; ■ Negotiate with contractors, consultants and others; ■ Read, interpret and understanding engineering plans and specifications; ■ Use ArcReader, spreadsheets, word processing and data base computer programs; and ■ Physically perform the essential functions of the job. Education and Experience--Any equivalent combination of education and experience which provides the applicant with the knowledge, skills, and abilities required to perform the job. A Bachelor of Science degree in Civil Engineering or related field. Ten years of progressively responsible engineering and management related experience required; minimum of five years management and supervisory experience. Governmental management and engineering experience preferred. Licenses, Certificates and Other Requirements: ■ A valid Washington State drivers' license. ■ Maintenance of current skills and additional training as needed. Human Resources Budget Management eo°^'rte Mason County Support Services Department Commissioner Administration 411 N 5th Street Emergency Management Facilities,Parks&Trails Shelton, WA 98584 Human Resources 360.427.9670 ext. 422 Information Services Labor Relations lxv Frank Pinter, Director Risk Management MEMORANDUM To: Board of County Commissioners From: Frank Pinter,Support Services Director Date: January 29, 2019 Subject: Engineering&Construction Manager Reclassification Request Union/Non Represented: Non Represented Current Range/Step: Range 35, Step 5, Plus 5%Out of Class Pay Salary:$71,626 -$85,051 Requested Range/Step: Range 40 Salary:$80,940-$96,103 leguested New Title:Same Background: (Per Department's Request)Additional duties added to the Engineering &Construction Manager position was increased when a survey supervisor retired and the position was assigned to directly manage the survey staff as needed.The job summary states the position is responsible for planning, organizing and managing the design and construction of County roads, bridges, and other engineering improvements and projects. Responsible for performing and overseeing technical studies, designs, cost estimates and inspections for a variety of road and transportation projects. Provides supervision and technical guidance to engineering and construction support staff, and survey staff as needed. Analysis: Additional duties added to the Engineering&Construction Manager position was increased when a survey supervisor retired and the position was assigned to directly manage the survey crew.Along with the extra duties a 5% Out of Class Pay was authorized.The incumbent in this position has received the Out of Class Pay since 7/1/2015. During the budget process Human Resources looked at all positions that received Out of Class Pay,to include this position. It was noted that the Out of Class Pay really needed to be removed and the position realigned to permanently take on the duties assigned when the survey supervisor retired. HR Recommendation: Recommendation is to realign the Engineer&Construction Manager to a Salary Range 40,Step 3 on the Non Represented Salary Scale.This will result in a 2.4% increase above what the incumbent is already earning at Salary Range 35,Step 5, including the 5%Out of Class Pay.The total increase will be 7.4%above Salary Range 35,Step 5. HR Recommended Range/Step: Range 40 Step 3 Salary:.$91,467 01/30/190V09/19 1:39 PMI:02 PM10:57 AM7:2 z Ann MASON COUNTY POSITION DESCRIPTION Current Title: Construction& Department: Public Works Engineering Manager Proposed Title: Engineering & Reports to: County Engineer Construction Manager Affiliation: Exempt Supervises: Construction,and Design, Project Engineers and, Ceefdinater-i Ins ectors and Surveyors Last Revised: 05/05 Budget: JOB SUMMARY: Responsible for planning, organizing and managing the design and construction of County roads,bridges, and other engineering improvements and projects. Responsible for performing and overseeing technical studies, designs, cost estimates and inspections for a variety of road and transportation projects. Provides supervision and technical guidance to engineering and construction support staff, and survey staff as needed. WORK/RESPONSIBILITIES: Manages, coordinates and organizes ^onstr- EtiOn and engineering and construction and survey support staff assignments and workloads. Prepares and monitors the engineering:and construction and survey budgets. Prepares cost estimates for the 6-Year TIP and Annual Construction Program and monitors project costs. Prepares RFQ/RFP's, negotiates and manages consultant agreements. Implements policies, procedures, and performance standards to ensure compliance with County guidelines and objectives. Participates in personnel matters, performs employee evaluations, monitors and resolves grievances, and provides or obtains adequate technical training or assistance to employees to ensure effective delivery of services by the department. Make recommendations to the County Road Engineer about possible revisions to the operation of the department. Performs or oversees the design of construction plans and profiles utilizing field notes and site inspections. Computes right of way, drainage and performs other calculations required in the design and development of construction projects. 01/30/19OV09/19 1:39 PK - 57 AM7:23 Ann Responsible for QA/QC including review of project plans, specifications bid documents and cost estimates to minimize omissions and errors and cost overruns on county road projects Coordinates and oversees awards to contractors by developing contract specifications, bid documents, coordinating the advertisement for bids and bid award process, and conducting pre and post bidder conferences to ensure compliance with County, State and Federal guidelines. Provides responsible professional assistance in the design, construction, and maintenance of public works capital improvement projects. Manages and oversees the inspection of all construction projects, including those undertaken by outside contractors, to ensure compliance with plan specifications and codes, regulations and standards. Meets with contractors regularly to ensure conformance to predefined construction standards. Coordinates and facilitates project team meetings with other department managers and project stakeholders. Coordinates county road and bridge construction projects with railroads, public utilities and other public agencies to ensure conformity to standards and specifications. Negotiates and oversees change orders, maintain accurate project records and prepares monthly pay vouchers. Oversees a variety of administrative activities including updating and revising engineering manuals and publications, , maintaining construction records and documents, and preparing applications for federal funding of road and bridge construction projects. Represents the Engineering &Construction Section at public meetings, utility council meetings and other such gatherings to provide input and receive information regarding engineering and construction projects and activities. Responds to requests for technical assistance and information from the public and other agencies. Responds to and resolves inquiries, complaints, problems or emergencies affecting the availability or quality of services. Attends and participates in professional group meetings, keeps abreast of new trends and innovations in the engineering field. 01/30/190V09/19 1:39 PM, — o57 M7:23 AM Performs a variety of office, field support, and related duties, as required. WORKING CONDITIONS: Works indoors in a clean, climate-controlled workspace. Makes frequent visits to outdoor job sites requiring walking across rough terrain in all kinds of weather, involving exposure to heavy construction equipment, loud noises, dust and debris. Required to sit, talk, and hear; frequently required to use hands to: finger, feel or handle writing utensils, computers and office supplies which require repetitive arm, wrist and hand movement. Occasionally required to stand and reach with arms and hands, climb, balance, stoop, kneel, crouch,bend or crawl. Specific vision abilities include close, distant, color, and peripheral vision, depth perception and to adjust focus. The employee is occasionally required to lift or move up to 35 pounds. Position requires mental acuity to ensure thorough mental analysis of situations in a fast-paced environment. Employee is required to maintain confidentiality of information within the department. May be required to deal with irate, disgruntled individuals requiring the use of conflict management skills. Employee is frequently required to perform work in confidence and under pressure for deadlines, and is required to maintain professional composure and tact, patience and courtesy at all times. QUALIFICATIONS Knowledge, Skills &Abilities Knowledge of: • County, state and federal regulations and codes pertaining to county road funding, design and construction. • Engineering design and construction techniques, methods and practices. • Construction project management techniques and procedures. • Modern principles of supervision. • Surveying principles and practices. • Engineering plans, specifications, and drafting procedures. • Engineering mathematics as applied to area of assignment. • Working knowledge and experience with The Standard Specifications for Road, Bridge and Municipal Construction. • Effective written and oral communication. Ability to: • Adapt approved engineering methods to the design and construction of county road projects. • Organize and facilitate a project team to successfully implement county road improvement projects. • Prepare bid documents and plans. • Analyze and identify problem areas and develop solutions. 01/30/1901109119 1:39 PM57 AMT23 Ann • Interpret and communicate engineering plans and specifications. • Set work priorities and manage and guide the work of project staff and contractors. • Communicate effectively, both orally and in writing. • Inspect and evaluate the condition of public work structures. • Negotiate with contractors, consultants and others regarding construction projects. • Identify construction materials quality. • Establish and maintain effective working relationships with other employees, other agencies and the general public. • Physically perform the essential functions of the job. • Represent the County to the public, other governmental agencies and service providers in a professional manner. Education and Experience--Any equivalent combination of education and experience which provides the applicant with the knowledge, skills, and abilities required to perform the job. Bachelor's degree in Civil Engineering or related field and five years of progressively responsible experience in civil engineering including supervisory responsibilities. Licenses, Certificates and Other Requirements: Registered Civil Engineer in the State of Washington. A valid Washington State Driver's License with good driving record. Maintenance of current skills and additional training as needed. MASON COUNTY BRIEFING ITEM SUMMARY FORM TO: BOARD OF MASON COUNTY COMMISSIONERS FROM: Chief Kevin Hanson DEPARTMENT: Sheriff's Office Corrections Division EXT: 369 BRIEFING DATE: 01/14/2019 PREVIOUS BRIEFING DATES: 08/21/18 If this is a follow-up briefing, please provide only new information ITEM: Adjust Sheriff's Corrections Lieutenant salary to alleviate compression with subordinate personnel. EXECUTIVE SUMMARY: (If applicable, please include available options and potential solutions): The Corrections Lieutenant is a mid-level manager who supervises the 1st level supervisors (Sergeants who are represented and non-exempt) in the Corrections Division. The Lt. is responsible for the daily operations of the division. The Lieutenant position is exempt and non-represented. On August 21st, 2018, the Board of County Commissioners re-aligned the Corrections Lieutenant to the salary grid at a salary range 35, which is $5968-$7087 per month. The Lieutenant position is not eligible for overtime, longevity, education incentive, or holiday pay. The Lt. position is also on the county health insurance which costs $655.00 for comprehensive medical coverage. The Sergeant position is a union position. The salary range for Sergeant is $5501- $5725 per month. The position also receives, holiday pay, overtime, compensatory time, education incentive, specialty incentive pay, and receives their health insurance through the union which is no out of pocket for the comprehensive medical plan. In 2018, the average Corrections Sergeant wage, calculated with all paid incentives, was $7866 per month. The wage for the average Sergeant in 2018 is $779 per month more than a top step Lieutenant; that is not including the non-union expense for comparable medical insurance. When the cost of the comprehensive medical insurance ($655) is added to the Lt. wage, the disparity, at top step Lt. becomes ($1434) per month and the bottom Lt. step is ($2,553) per month. The jail Chief is at a salary range 43, which is $7,253-$8,612. The typical county differential between promotional positions is 5%. BUDGET IMPACTS: No budget impact for 2019. The Lt. Position was budgeted based on the salary of the previous Lt who was'Y" rated after the August 2018 BOCC salary restructuring. Briefmg Summary 1/30/2019 RECOMMENDED OR REQUESTED ACTION: Re-align the Lt. Salary range to range 41 ($6907.84-$8201.82) on the non- represented county salary grid. This would represent a salary 5% below the Chief Deputy's salary schedule. ATTACHMENTS: Sergeant v. Lieutenant wage spreadsheet Briefmg Summary 1/30/2019 Sergeant Vs Lieutenant Wage disparity-Corrections Monthly average Sgt wages Monthly Lieutenant wage 12mo avg Bottom range Top Range Base $5,576 $5,968 $7,087 Step 35$5968-7087, FLSA Exempt, non represented Longevity $107 $0 $0 Based on 2018 actual sergeant avg. Education $141 $0 $0 Based on 2018 actual sergeant avg. Overtime $650 $0 $0 Based on 2018 actual sergeant avg. Holiday OT $283 $0 $0 Based on 2018 actual sergeant avg. Comp Value 1 109 0 � Based on 2018 actual sergeant avg. Sub Total $7,866 $5,968 $7,087 Composite Insurance 1 $0 655 655 Value of comparable County Insurance Total $7,866 1 $5,313 1 $6,432 Difference $0 ($2,553) ($1,434) Attachment A NON-REPRESENTED SALARY RANGE ALIGNMENT SALARY RANGE NUMBER CLASSIFICATION TITLE JOB CLASS 46 Community Services Director 1015 Ome€Deputy PFeseGuting AtteMey 2150 Public Works & Utilities Director 4005 Support Services Director 1156 Undersheriff 3000 44 Deputy Director Public Works/Utilities &Waste Mgmt 4010 County Engineer 4008 Interim Deputy Director Public Works 4006 43 Chief Public Defender 1160 Chief Criminal Deputy 3002 Chief Jail 3003 41 Jail Lieutenant 3005 40 Engineering and Construction Manager 4030 39 Chief Finance Officer 2000 38 DEM/IT/Parks & Trails Manager 2059 Road Operations & Maintenance/ER&R Manager 4020 Water &Wastewater Manager 4015 Chief Civil Deputy 3001 Technical Services Manager 4220 37 Administrator, Probation & Juvenile Services 1050 35 Engineering Court Administrator 1180 Engineering and GenStF iGtipn 11,anageF - A030 Superior Court Administrator `^ "7 1190 da+l-Lieutenant 30 34 Assistant Road Operations & Maintenance Manager 4021 33 Deputy Administrator, Probation Services 1052 Engineer III 4033 TeGhRiGal SeWiGes Manager 4220 Personal Health Manager 2171 Environmental Health Manager 2169 Planning Manager 2080 Permit Assistance Center Manager 2090 32 Budget Manager 1155 Page I 1 of 2 Attachment A NON-REPRESENTED SALARY RANGE ALIGNMENT SALARY RANGE NUMBER CLASSIFICATION TITLE JOB CLASS 31 Public Works Finance Manager 2011 29 Equipment Maintenance Supervisor 4080 Finance Manager 2010 Road Operations & Maintenance Supervisor 4022 Chief Deputy Treasurer 1139 Administrative Services Manager 1153 Human Resources/Risk Manager 1154 Chief Deputy Assessor 1099 Chief Appraiser 1107 Administrative Manager 2149 Facilities Manager 2058 28 Engineer II 4032 27 Chief Deputy 1108 Elections Superintendent 1080 26 Engineer 4031 25 Program Manager 1 2200 Operations & Maintenance/ER&R Administrator 4200 Therapeutic Court Program Manager 2199 23 Public Works Office Administrator 2045 21 Financial Analyst Risk & Safety Compliance Manager 1057 Personnel Analyst 1152 Noxious Weed Coordinator 2226 20 Office Manager 2040 19 Official Court Recorder/Judicial Assistant 1193 Official Court Recorder/Family Law Facilitator 1192 Clerk of the Board/Records Specialist 1056 Administrative Clerk 1055 17 Administrative Assistant 1040 13 Administrative Secretary 1046 Legal Secretary 2152 Victim/Witness Advocate ------ Page 12 of 2 , Attachment A NON-REPRESENTED SALARY RANGE ALIGNMENT SALARY RANGE NUMBER CLASSIFICATION TITLE JOB CLASS 10 Receptionist/Secretary 2041 Therapeutic Courts Caseworker 1185 1 Central Shop Assistant 4099 Page 13 of 2 ENTRY ENTRY MAX RANGE ANNUAL "Step 0" STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 ANNUAL 46 112,234.32 9,352.86 9,592.72 9,838.70 10,090.92 10,349.70 10,615.04 127,380.48 45 91,412.88 7,617.74 7,997.42 8,398.40 8,608.44 8,824.08 9,043.10 108,517.20 44 89,215.68 7,434.64 7,807.54 8,198.44 8,402.861 8,612.90 8,828.56 105,942.72 43 87,032.16 7,252.68 7,615.50 7,996.26 8,197.34 8,400.62 8,611.78 103,341.36 42 84,996.48 7,083.04 7,436.90 7,807.54 8,004.12 8,204.06 8,408.48 100,901.76 41 82,894.08 6,907.84 7,252.68 7,616.60 7,806.44 8,001.88 8,201.82 98,421.84 40 80,939.76 6,744.98 7,083.04 7,435.76 7,622.24 7,813.20 8,008.62 96,103.44 39 78,958.56 6,579.88 6,910.12 7,254.96 7,435.761 7,622.24 7,813.20 93,758.40 38 77,071.68 6,422.64 6,743.86 7,080.80 7,259.44 7,437.98 7,625.60 91,507.20 37 75,184.56 6,265.38 6,578.74 6,908.98 7,080.80 7,258.32 7,439.12 89,269.44 36, 73,391.76 6,115.98 6,422.64 6,743.86 6,913.46 7,086.48 7,263.90 87,166.80 35 71,626.08 5,968.84 6,267.60 6,580.98 6,744.98 6,914.56 7,087.58 85,050.96 34 69,927.84 5,827.32 6,117.12 6,423.76 6,584.361 6,749.46 6,917.98 83,015.76 33 68,215.68 5,684.64 5,968.84 6,267.60 6,423.76 6,584.36 6,749.46 80,993.52 32 66,612.00 5,551.00 5,828.44 6,118.22 6,270.98 6,428.22 6,588.86 79,066.32 31 64,940.88 5,411.74 5,683.52 5,967.72 6,115.98 6,269.84 6,427.10 77,125.20 30 63,430.56 5,285.88 5,549.86 5,827.32 5,973.30 6,120.46 6,274.32 75,291.84 29 61,894.56 5,157.88 5,413.98 5,684.64 5,828.441 5,973.30 6,122.72 73,472.64 28 60,411.36 5,034.28 5,285.88 5,549.86 5,688.00 5,831.80 5,977.82 71,733.84 27 58,942.56 4,911.88 5,156.74 5,412.84 5,549.86 5,688.00 5,829.58 69,954.96 26 57,540.72 4,795.06 5,034.28 5,285.88 5,416.20 5,553.22 5,692.52 68,310.24 25 56,125.44 4,677.12 4,910.72 5,155.66 5,284.76 5,415.10 5,552.10 66,625.20 24 54,804.72 4,567.06 4,795.06 5,034.28 5,160.121 5,288.16 5,421.86 65,062.32 23 53,456.16 4,454.68 4,677.12 4,910.72 5,034.28 5,160.12 5,288.16 63,457.92 22 52,189.68 4,349.14 4,567.06 4,796.20 4,915.24 5,037.66 5,163.46 61,961.52 21 50,909.04 4,242.42 4,454.68 4,678.24 4,795.06 4,914.12 5,036.56 60,438.72 20 49,682.64 4,140.22 4,348.02 4,565.92 4,679.34 4,797.30 4,916.38 58,996.56 19 48,482.64 4,040.22 4,242.42 4,454.68 4,567.061 4,680.48 4,798.42 57,581.04 18 47,337.36 3,944.78 4,141.34 4,349.14 4,456.96 4,569.30 4;682.76 56,193.12 17 46,178.16 3,848.18 4,041.34 4,243.56 4,350.28 4,458.08 4,570.42 54,845.04 16 45,072.72 3,756.06 3,944.78 4,141.34 4,245.82 4,351.40 4,459.20 53,510.40 15 43,980.96 3,665.08 3,849.30 41040.22 4,140.22 4,242.42 4,349.14 52,189.68 14 42,916.80 3,576.40 3,754.96 3,942.54 4,041.341 4,142.46 4,246.94 50,963.28 13 41,878.56 3,489.88 3,663.98 3,848.18 3,943.66 4,042.48 4,143.60 49,723.20 12 40,867.68 3,405.64 3,576.40 3,754.96 3,849.30 3,945.94 4,043.60 48,523.20 11 39,883.68 3,323.64 3,489.88 3,663.98 3,756.06 3,850.42 3,945.94 47,351.28 10 38,940.00 3,245.00 3,405.64 3,576.40 3,665.08 3,757.20 3,851.54 46,218.48 9 37,983.12 3,165.26 3,323.64 3,489.881 3,576.40 3,666.22 3,757.20 45,086.40 8 37,080.00 3,090.00 3,242.74 3,405.64 3,491.00 3,577.48 3,667.34 44,008.08 7 36,163.44 3,013.62 3,165.26 3,323.64 3,405.64 3,491.00 3,579.76 42,957.12 6 35,314.56 2,942.88 3,091.16 3,245.00 3,325.88 3,408.98 3,494.38 41,932.56 5 34,451.76 2,870.98 3,013.62 3,165.26 3,245.001 3,325.88 3,408.98 40,907.76 4 33,643.20 2,803.60 2,942.88 3,091.16 3,168.68 3,248.38 3,328.16 39,937.92 3 32,820.72 2,735.06 2,872.10 3,014.74 3,091.16 3,168.68 3,248.38 38,980.56 2 32,025.60 2,668.80 2,802.46 2,942.88 3,015.84 3,092.26 3,168.68 38,024.16 1 31,270.801 2,605.90 2,735.061 2,870.98 2,942.88 3,015.84 3,092.26 37,107.12 MASON COUNTY BRIEFING ITEM SUMMARY FORM TO: BOARD OF MASON COUNTY COMMISSIONERS FROM: Frank Pinter DEPARTMENT: Support Services EXT: 530 BRIEFING DATE: February 4, 2019 PREVIOUS BRIEFING DATES: January 14th 2019 If this is a follow-up briefing, lease provide only new information ITEM: Follow-up to request by MCSO to convert a current Community Service Officer (CSO) position to a fully commissioned deputy position in order to meet industry standards in our ci9vil services process EXECUTIVE SUMMARY: MCSO previously briefed the Board requesting to convert this position. The Board asked Support Services to review the request for budgetary and other impacts. After review Support Services want to inform the Board as well as MCSO that this conversion would need to be negotiated with the IAM&AW District Lodge W24 Corrections and Support Staff Bargaining Unit as well as the MCSO Employees Guild as both units are impacted with this modification. The budgetary impact to MCSO 2019 Adopted Budget is limited to the cost of converting the position which was identified by MCSO as $27,865. We are in agreement with this as would acknowledge there may be other ancillary costs not identified that may increase this estimate. However, being in the first quarter of 2019 and having the position open since Jan. 1, 2019 and probably unfilled through the end of the first quarter of 2019 there is a savings of unexpended budget authority in that position of $18,774. However, that position is currently being filled by overtime of an existing deputy which is costing in excess of$42,032 for the first quarter. Additionally, the MCSO 2019 Adopted Budget may have other available unexpended budget authority due to other position vacancies as well as other retirements and unexpected staff turnover which at this time cannot be quantified. RECOMMENDED OR REQUESTED ACTION: If the Board wished to proceed with the conversion H/R will need to negotiate an MOU with both bargaining units and which will need to be approved prior to enacting the conversion. ATTACHMENT: None 1 MASON COUNTY BRIEFING ITEM SUMMARY FORM TO: BOARD OF MASON COUNTY COMMISSIONERS FROM: Frank Pinter DEPARTMENT: Support Services EXT: 530 BRIEFING DATE: February 4, 2019 PREVIOUS BRIEFING DATES: (If this is a follow-up briefing, please provide only new information) ITEM: Approval of Out of Class Pay for Meghan Andrews from January 31, 2019 to February 15, 2019 for assignment to perform all of the significant duties of a higher level of job classification due to the absence of the employee who normally holds the position. EXECUTIVE SUMMARY: Per the Mason County Personnel Policy, Chapter 5.2 Employee Pay Rates "...An employee who has been assigned to perform all of the significant duties of a higher level of job classification, due to the absence of the employee who normally holds that position, and who performs such duties for five (5) or more consecutive days, shall be compensated on that step of the salary range of the higher job class that provides at least a five (5%) percent increase over their (the employee working out of class) current rate of pay. RECOMMENDED OR REQUESTED ACTION: Approval to place the Temporarily Working in A Higher Class/Out of Class/Lead Pay Request Form on the February 12, 2019 Action Agenda for approval. ATTACHMENTS: Temporarily Working in a Higher Class/Out of Class/Lead Pay Request Form, Chapter 5.2 of the Mason County Personnel Policy, and a current Job Description a e®pN ceo) TEMPORARILY WORKING IN A HIGHER CLASS/ 1854 OUT OF CLASS/LEAD PAY - REQUEST FORM ❑X Out of Class Pay ❑Lead Pay ❑ Working in a Higher Class All out of class, lead,or temporarily working in a higher class pay requests must be submitted by the department head or elected official on this form to Human Resources for review and final approval by the Board of County Commissioners,grigrto the assignment of additional duties. Employee Name: Meghan Andrews Employee Job Title: Personnel Analyst Department: Support Services—Human Resources Please insert the lead,out of class or temporarily working in a higher class pay language from the Collective Bargaining Agreement if applicable: Mason County Personnel Policy Chapter 5.2 Employee Pay Rates "...An employee who has been assigned to perform all of the significant duties of a higher level of iob classification due to the absence of the employee who normally holds that position and who performs such duties for five (5) or more consecutive days shall be compensated on that step of the salary range of the higher iob class that provides at least a five (5%) percent increase over their (the employee working out of class) current rate of pay. What specific job duties this employee will be performing outside of their current position description and for how long: Aeghan will be handling all the day to day issues that Dawn Twiddy would normally be handling, such as, the employment investigations daily complaint and compliance questions CBA interpretations ensuring follow up on personnel and meeting agenda paperwork.Acting as lead for the department and the resources for the other staff members. Effective Date: 1/31/19 End Date: 2/15/19 *Attach a copy of the employee's current position description* I Manager/Supervisor of Department Signature: - �,� —Date:- Department ate:Department Head/Elected Official Signature• Date: Support Services Director Signature: Date: ZQ 3OCC or Elected Official Signature: Date: cc:CMMRS/Elected Official/Department/Payroll CHAPTER 5 COMPENSATION 5.1 SALARY CLASSIFICATION AND GRADES Each regular job title within the County is classified into one of the County's job classifications for salary purposes. Each job classification is designated a particular salary or salary range shown on the County's salary range alignment,which is modified periodically by the Board of County Commissioners, or as specified in the applicable union agreement. 5.2 EMPLOYEE PAY RATES Employees shall be paid within the limits of the salary range to which their positions are assigned. Usually, new employees will start their employment at the minimum wage rate for their classification. However, a new employee may, upon the written request of the Elected Official or Department Head and approval of the Support Services Director, be employed at a higher rate than the minimum. When deemed appropriate, and approved by the Board of County Commissioners, an employee may be compensated at a Y-Rate which is a rate of pay that is either between steps of the salary range or exceeds the top step of the salary range.A Y-Rate shall remain in effect until such time as a step of the salary range for the employee's job classification equals or exceeds the Y-Rate or the Board of County Commissioners rescinds their authorization for the Y-Rate. Pay increases are contingent on satisfactory performance. If an employee's performance is consistently unsatisfactory,the Elected Official or Department Head may defer a scheduled pay increase for a stipulated period of time or until the employee's job performance is satisfactory. The Board of County Commissioners may grant a pay adjustment from time to time, raising the salaries of all classifications, a defined group of classifications, or a single classification. Such adjustments, if any, will not normally change an employee's pay anniversary date. An employee who has been assigned to perform all of the significant duties of a higher level job classification, due to the absence of the employee who normally holds that position, and who performs such duties for five (5)or more consecutive days, shall be compensated on that step of the salary range of the higher job class that provides at least a five(5)percent increase over their(the employee working out of class)current rate of pay. Any current employee who accepts a position in another county office or department(that is, a position under a different Elected Official or Department Head)and that position is of a higher classification and salary range than the employee's current position,will preferably Mason County Personnel Policies Page 16 n JOB DESCRIPTION Fdid Title: Personnel Analyst Department: Human Resources Affiliation: Reports to: Non Represented Human Resources Manager Exempt: X Supervises/Directs: Non-Exempt: NA Risk Class: 5306-07 Established Date: Revision Date: 10/7/15, 7/2017 July 10, 2010 Union Approval Date: NA GENERAL DESCRIPTION: ESSENTIAL JOB FUNCTIONS: (Any one position may not include all of the duties listed nor do the listed examples include all tasks, which may be found in positions of this class.) This position serves as the Personnel Analyst under the direction of the Human Resources Manager.The Personnel Analyst is a highly skilled professional level classification with expertise in various Human Resources functions and able to routinely provide analysis and recommendations on highly complex,sensitive, and confidential assignments and issues. This position routinely provides detailed analysis in support of policy decisions, classifications, compensation, benefits, recruitment, orientations affirmative action, reasonable accommodation,training, workers compensation, labor relations, employee relations, and plays a central role in the County's determination of its mission,functions, and service levels.This position works collaboratively with county elected officials, department heads, employees, and citizens. OTHER JOB FUNCTIONS: • Administers recruitment activities including preparation of job announcements, advertisements, and application packets. Responds to requests for application packages, and provides employment announcement updates for the County web site. Receives completed applications and forwards to applicable department head. May assist department heads/elected officials with scheduling interviews and preparing letters to interviewed applicants. Interacts with the public concerning employment application questions and selection process. f JOB DESCRIPTION • Conducts new employee orientation for all departments, which includes medical/dental/vision benefits, life insurance, deferred comp,flexible benefits plan, PERS/LEOFF/PSERS Retirement, pension plan, EAP, optional insurance benefits, County policies, and all County,State, and Federal required forms. Enters all new employees on databases for reports, surveys, and budget purposes. Corresponds closely with the Payroll Department regarding health benefit enrollments, processing new hires/terminations, and related issues. • Provides benefit administration for all employees, department heads, and elected officials. Acts as liaison between employees and the health insurance carriers for issues regarding eligibility, claim problems, dependent status changes, membership cards, etc. Assists employees with interpretation of insurance benefits, claim procedures, and other program benefits. Provides confidential support to employees regarding health benefit concerns, leaves of absence affecting benefits, sick leave sharing, and time loss benefit applications. • Coordinates open enrollment procedures including benefit fairs, preparing and distributing new premium rate charts and plan booklets, creating and disbursing memos regarding plan benefit changes, collecting and reviewing open enrollment forms, and responding to employee inquiries regarding insurance changes. Creates, updates, and distributes charts of itemized health premiums and variations of employee- paid premiums for each plan and bargaining unit. Prepares COBRA notices and certificates of creditable coverage for employees or dependents no longer eligible for benefits. Monitors new regulations related to HIPAA and COBRA. Assists employees with retirement and pension benefit questions and concerns. Maintains supply of insurance forms and booklets, and ensures up-to-date revisions are received. Coordinates meetings for the deferred compensation advisors and the AFLAC representative. • Receives and processes personnel action forms for all employee changes including hires, terminations, promotions, salary steps, longevity, union contracts/rates, accounting codes, etc. Verifies eligibility and the accuracy of personnel actions and corrects any errors. Monitors and advises departments of personnel action forms needed. Maintains databases of personnel actions received and EEO codes/salaries(for survey purposes). Prepares and distributes report of monthly personnel transactions. • With the concurrence of the Civil Service Commissioners may assume some or all of the duties of the Chief Examiner by conducting Civil Service tests (written, physical agility, oral board), clerking Civil Service meetings and establishing eligibility lists for Civil Service positions or be assigned to other County Boards, Commissions or Committees. r tt Coo JOB DESCRIPTION • In consultation with the Manager and/or Director, provides advice, interpretation, and counsel to county department heads, elected officials, managers and supervisors regarding regulations, practices and procedures. Also provides interpretation of bargaining unit contracts, county personnel policies, and federal and state laws. Assesses Human Resources needs and strategies for departments to promote effective relations and resolving problems. Provides advice on a variety of sensitive employee relations and discipline issues, which require knowledge of employment law. Advises departments and employees regarding ADA, FMLA, HIPAA and related regulations. • Performs impartial pre-disciplinary and other investigations initiated by management or employees. Assists in the resolution of complaints and grievances; investigates and analyzes situations and evaluates information to make recommendations on the appropriate course of action. • Maintains individual personnel files for all County employees and elected officials. • Maintains detailed database of all employees for verifying personnel actions, current position status, and assisting with budget forecasts.This includes employees' current and following year's steps, longevity, special pay, promotions due/title changes, etc. • Plans, coordinates, registers and conducts various safety and other trainings for employees. • Completes verification of employment forms received from banks and mortgage companies. Reference checks by outside agencies. • Serves as department Public Records Officer. • Assists with participation in labor relations or employee relations efforts, including conducting confidential research for labor negotiations including salary& benefit surveys, analysis of contract language, and development of bargaining positions. • Assists with development of new or revised policies and procedures,job classification descriptions, performance evaluation systems, and other restructuring or reorganizing practices to achieve goals. • Administers the county's L&I program, review of incidents/accidents, communications with Labor and Industries and third party administrator, monitoring time loss and compensation, maintaining claim files, generate r £ 6�'1 CQ1T JOB DESCRIPTION reports for Risk Manager to prepare safety committee reports, annual OSHA 300A report, and assisting departments with return to work accommodations. • Provides wage and labor postings to each department/building as required by law. Performs other related duties as assigned. WORKING CONDITIONS: Work performed in an office environment while sitting at a computer or desk operating general office equipment. May lift or move up to 20 pounds. Position requires mental acuity to ensure thorough analysis of situations in a fast-paced environment. Employee is required to maintain confidentiality of information within the department. May be required to deal with shifting or conflicting priorities, interests and difficult situations requiring the use of conflict management and facilitation skills. Employee is frequently required to perform work in confidence and under pressure for deadlines, and is required to maintain professional composure and tact, patience and courtesy at all times. QUALIFICATIONS Knowledge of - Fundamental principles and practices of Human Resources administration including budgeting, employment/personnel and fiscal practices. - Principles and procedures for personnel recruitment,selection,training, compensation and benefits, labor relations and negotiations. - Workers compensation insurance and labor laws and enforcement of state workplace safety and health rules. - Federal and state employment, labor and wage and hour laws. Knowledge of Civil Service laws. Ability to - Communicate effectively, both orally and in writing, with individuals and groups regarding complex or sensitive issues or regulations. - Maintain the confidentiality of sensitive and confidential information. - Coordinate and implement loss control training programs. - Analyze,interpret and apply directives,guidelines and laws to policies. - Plan, organize and oversee assigned work programs. r co JOB DESCRIPTION rid Establish and maintain effective working relationships with employees, department directors, elected officials and the public. - Ability to utilize a personal computer and related software packages to perform word processing,analysis, information retrieval and tracking. - Ability to meet deadlines and multi task in a fast-paced environment. Physical ability to perform the essential functions of the job. Education and Experience - Any equivalent combination of education and experience, which provides the applicant with the knowledge, skills, and abilities, required to perform the job.A typical way to obtain the knowledge and abilities would be: Bachelor's degree in Human Resources, business, psychology, public administration or related discipline and at least two years of applicable experience in a Human Resources discipline, generalist or supervisory position. Preferred qualifications would include a generalist Human Resources role in state or local government. Licenses, Certificates and Other Requirements: If you drive to and from work and/or for any work related matter you must possess a valid Washington State Driver's License and vehicle insurance or request and get approval for a reasonable accommodation. I have read and understand the above position description. Name: Date: Signature: HR/Manager Name: HR/Manager Signature: MASON COUNTY BRIEFING ITEM SUMMARY FORM TO: BOARD OF MASON COUNTY COMMISSIONERS FROM: Jennifer Beierle DEPARTMENT: Support Services EXT: 532 BRIEFING DATE: February 4, 2019 PREVIOUS BRIEFING DATES: N/A ITEM: Requests for Supplemental Appropriations and Budget Transfers to the 2019 Budget EXECUTIVE SUMMARY: The following are requests for supplemental appropriations and budget transfers: Supplemental Appropriations: $11,379 Increase to Community Services Health Fund 150 Revenue $11,379 Increase to Community Support Services (Homeless Prevention) Fund 117 Expense This payment from Community Services Health to Community Support Services for administrative services budgeted for in 2018 was not complete due to Fund 117 over spending budget authority in the services lines of the budget. The Health Fund is asking that this be re-budgeted for the amount not paid in 2018. Budget Transfers: $25,382 from Current Expense Non-Departmental Fund 001.300 WA Paid FMLA to $25,382 Current Expense Other Departments WA Paid FMLA The new WA Paid FMLA was budgeted for in 2019 Current Expense Non-Departmental and should be distributed to the proper departments from which it is actually paid. BUDGET IMPACTS: $11,379 Increase in ending fund balance—Community Services Health Fund 150 $11,379 Decrease in ending fund balance—Community Support Services Fund 117 RECOMMENDED OR REQUESTED ACTION: Request to set public hearing for March 19 at 9:15 am to consider and approve supplemental budget requests and budget transfers. ATTACHMENTS: Requests are available for review. J:\Budget Office\Jennifer\Briefing, Agenda, &Public Hearing Items\Budget Hearings\2019\3.19.19 Budget Hearing\Briefing Summary 2.4.2019-Budget.doc RESOLUTION NO.TBD A RESOLUTION opposing implementation of state initiative 1639 or related legislation restricting the individual rights of United States citizens as protected by the Second Amendment of the United States Constitution and Article I, Section 24 of the Washington State Constitution. WHEREAS,the right of the people to keep and bear arms is guaranteed as an individual right under the Second Amendment to the United States Constitution and under Article 1,Section 24 of the Constitution of the State of Washington;and WHEREAS,the right of the people to keep and bear arms for defense of life, liberty,and property is regarded as an inalienable right by residents of Mason County,Washington,and: WHERAS,the residents of Mason County derive economic benefit from all safe forms of firearms recreation, hunting,and shooting conducted within the County using all types of firearms allowable under federal and state constitutions;and WHEREAS, any provision or application of 1-1639,and any trailer bill, or any bill similar thereto,which restricts the individual rights of United States Citizens as protected by the United States Constitution and the Washington State Constitution will create economic hardship on lawfully owned and operated small businessfirearm dealerships;will create undue burdens and price increases on persons to lawfully purchase firearms;will have a direct negative impact on local economies through sales tax loss;will create a layer of burdensome,troublesome and unlawful governmental regulation; will create an undue burden on law enforcement agencies;and WHEREAS,the Mason County Board of Commissioners, being elected to represent the residents of Mason County,a majority of which opposed 1-1639 in the previous general election,and being duly sworn by their Oath of Office to uphold the United States Constitution and the Constitution of the State of Washington, including, but not limited to the protection of the lawful right to keep and bear arms,for defense of life,liberty and property,and for safe forms of firearms recreation,hunting,shooting and education conducted within Mason County,Washington; NOW,THEREFORE BE IT RESOLVED by the Board of Mason County Commissioners that the Board of Commissioners does hereby oppose the implementation of 1-1639 or the enactment of any legislation that would infringe upon the lawful rights of its residents to keep and bear arms,and would consider such laws to be unconstitutional and beyond lawful application of its legislative and governance authority or duties; BE IT FURTHER RESOLVED that the Mason County Board of Commissioners hereby requests that copies of this resolution be transmitted to Mason County's legislative delegation and Washington State Attorney General Bob Ferguson to encourage their support of the constitutionally protected right to bear arms; BE IT FUTHER RESOLVED that the Mason County Board of Commissioners hereby requests a report from the Mason County Sheriff including but not limited to intent to enforce Initiative 1639 and any related laws designed to infringe upon the individual right to lawfully bear arms within 30 days of adoption of this resolution. Adopted this of 2019 BOARD OF COUNTY COMMISSIONERS MASON COUNTY,WASHINGTON ATTEST: Kevin Shutty,Chair Melissa Drewry,Clerk of the Board Randy Neatherlin,Commissioner APPROVED AS TO FORM: Sharon Trask,Commissioner Tim Whitehead,Chief DPA MASON COUNTY BRIEFING ITEM SUMMARY FORM TO: BOARD OF MASON COUNTY COMMISSIONERS FROM: David Windom / Todd Parker DEPARTMENT: Community Services EXT: 260 BRIEFING DATE: 1/28/19 PREVIOUS BRIEFING DATES: If this is a follow-up briefing, please provide only new information ITEM: Housing and Behavioral Health Advisory Board's annual report to the BoCC EXECUTIVE SUMMARY: (If applicable, please include available options and potential solutions): Resolution 33-18 that formed the Housing and Behavioral Health Advisory Board states that the board will submit an annual report to the BoCC by the end of January each year containing recommendations on funding priorities. The board had its first meeting in August 2018 and this first report is a summary of the actions, accomplishments, and areas that need continued work to reduce homelessness and increase affordable housing. BUDGET IMPACTS: None RECOMMENDED OR REQUESTED ACTION: Review the report and approval to upload to the county website under the Advisory Board section. ATTACHMENTS: Annual Report from the Housing and Behavioral Health Advisory Board Briefing Summary 1/28/2019 January 23, 2019 The Housing and Behavioral Health Advisory Board Annual Report According to resolution 33-18 the Housing and Behavioral Health Advisory Board will submit report containing recommendations for funding priorities to the Board of County Commissioners (BOCC) by January 31 of each calendar year. The Housing and Behavioral Health Advisory Board (HBHAB) had its first meeting on August 22, 2018. This first annual report will attempt to summarize the work that has been done thus far and illuminate a few of the discoveries surrounding funding priorities. The first five months have been dedicated to establishing the structure of the HBHAB, becoming educated on the issues that face the community, funding sources and the agencies that are currently under contract. The focus as been on the housing funding and the corresponding agencies to provide a foundation and prepare for the forthcoming Request for Proposal to be released in the first quarter of 2019 with contracts to start July 1, 2019. Some of the accomplishments and actions taken are as follows: • Creation and approval of By-Laws and elections of a vice-chair • Full membership including 3 citizen members • Training on the Open Public Meetings Act • A letter of support for the Veterans Tiny Home Project that was then approved by the BOCC and submitted to the City of Shelton Council • An Interlocal Agreement between the County and City of Shelton that is in the approval process • Review of current contracted agencies to recommend disbursement of additional local document recording fees • Recommend to the BOCC to approve the increased 2019 budget request for Superior Court to include the Therapeutic Courts • Recommended to the BOCC to approve a change of use of the property owned by Homes First that is under contract with Mason County • Reviewed and recommended to the BOCC the adoption of the document "Housing Funding Policies and Procedures of Mason County Community Services, Public Health Department'. • Heard agency presentations by: o Crossroads Housing o North Mason Resources o Turning Pointe o Community Action Council o Community Lifeline o Department of Commerce Office of Adult and Family Homelessness The HBHAB acknowledges the complexity of the action needed to end homelessness and will work in coordination with other planning efforts in the City and County to address issues of affordable housing and homelessness. The board recognizes the need for innovative efforts in these areas, staff development within the non-profit sector, and partnership with the private sector to aid in the supply of housing to keep pace with population growth and is available to various income levels. Future reports may also include recommendations related to non- funding actions that would lessen the impact of homelessness in the County. PUBLIC WORKS MONDAY,FEBRUARY 4,2018— BRIEFING ITEMS FROM PUBLIC WORKS (For Commissioners Meeting February 12,2019) Items for this meet-ng are due to Diane Zoren on Wednesday;February 6,2Q19 5.0 CORRESPONDENCE AND ORGANIZATIONAL BUSINESS (None) 8.0 APPROVAL OF ACTION ITEM • 2019 County Road Administration Board (CRAB) Road Levy Certification (For the Feb. 5h Commission Meeting) • Belfair Tahuya Road speed limit alterations • Surplus list of equipment and vehicles 9.0 OTHER BUSINESS (None) 10.0 PUBLIC HEARINGS AND ITEMS SET FOR A CERTAIN TIME (None) DISCUSSION ITEMS: • Equipment Operator Position • Solid Waste Privatization RFP Report Attendees: Commissioners: Public Works: _Randy Neatherlin JerryHauth Other Dept. Staff.: Public: _Kevin Shutty _Diane Sheesley _Sharon Trask _Bart Stepp _Loretta Swanson Others: (List below) MASON COUNTY BRIEFING ITEM SUMMARY FORM TO: BOARD OF MASON COUNTY COMMISSIONERS FROM: Diane Sheesley/County Engineer DEPARTMENT: Public Works EXT: 450 BRIEFING DATE: February 4, 2019 PREVIOUS BRIEFING DATES: (If this is a follow-up briefing,please provide only new information,) ITEM: Road Levy Certification for 2019 Background: The County Road Administration Board (CRAB) annually requests that every county legislative authority submit a certification showing the amount of the road levy fixed and the amount, if any, budgeted in accordance with RCW 36.33.220 for traffic law enforcement, and/or any other purpose from diverted road levy. Recommended Action: Recommend the Board authorize the Chair to execute the Road Levy Certification for 2019. Attachments: Road Levy Certification Resolution 81-18 Briefing Summary "C.A.R.S. Page 1 of 1 Mason County Calendar Year 2019 Digital Submittal Certification for Forms Due February 1st The documents checked below are hereby submitted from Mason County for the review and acceptance of the County Road Administration Board. ✓ Road Levy Certification for 2019 1 hereby certify that the above reports are true and accurate and that I have reviewed, approved, and submitted said reports to the County Road Administration Board in accordance with WAC 136-04. By my signature below, I acknowledge that I am signing all the documents indicated by the checked boxes. Chair / Executive Signature Date County Engineer Signature Date https://www.crab.wa.gov/cars/ 1/23/2019 1/2 4-,2'0 19 C.A.R.S. Mason County Certification of the 2019 Road Levy and Estimated Revenue Produced WAC 136-150-021 Total County Valuation: $8,214,805,407 Road District ($/Thousand) Valuation Amount Highest Lawful Road Levy: $1.453488 $7,502,256,649 $10,904,439 County Road Levy Shifted to Current Expense(per $0.000000 $7,502,256,649 $0 RCW 84.52.043): Adjusted Highest Lawful Road Levy: $1.453488 $7,502,256,649 $10,904,439 Actual Established Road Levy: $1.459048 $7,502,256,649 $10,946,150 (Levy Fixed in Accordance with RCW 36.40.090) County Road Property Tax Revenues Diverted For Other Unincorporated Purposes in Accordance with RCW 36.33.220, RCW 39.89,or RCW 84.55.050: Service to be Provided Diverted$/Thousand Diverted Levy Amount Traffic Law Enforcement RCW 36.33.220 0.287913 $2,160,000 Total Diverted Road Levy: $0.287913 $2,160,000 Road Levy Revenue Remaining for Roads $1.171134 $8,786,150 (RCW 36.82.040) Road Funds Budgeted to be used for Traffic Law Enforcement Traffic Law Enforcement Funded Through Operating Transfer(per agreement): $0 Traffic Law Enforcement Funded Through Direct Payment(cost reimbursement): $0 Total Budgeted Road Fund Expenditures for Traffic Enforcement: $0 Reporting of Diverted Road Levy and budgeted Road Fund Expenditures for Traffic Law Enforcement amounts are both required in order to ascertain county eligibility for RATA funds. (see WAC 136-150-030) Note:WAC 136-150-021 provides that"The CRABoard will request that every county legislative authority submit a certification showing the amount of the road levy fixed and the amount, if any,budgeted in accordance with RCW 36.33.220 for traffic law enforcement and/or any other purpose from diverted road levy no later than February 1st of each year". about:blank 1/1 C.A.R.S. Page 1 of 1 Mason County Calendar Year 2019 Digital Submittal Certification for Forms Due February 1 st The documents checked below are hereby submitted from Mason County for the review and acceptance of the County Road Administration Board. V Road Levy Certification for 2019 1 hereby certify that the above reports are true and accurate and that I have reviewed, approved, and submitted said reports to the County Road Administration Board in accordance with WAC 136-04. By my signature below, I acknowledge that I am signing all the documents indicated by the checked boxes. Chair / Executive Signature Date County Engineer Signature Date https://www.crab.wa.gov/cars/ 1/23/2019 1/241`1019 C.A.R.S. I ' Mason County Certification of the 2019 Road Levy and Estimated Revenue Produced WAC 136-150-021 Total County Valuation: $8,214,805,407 Road District ($/Thousand) Valuation Amount Highest Lawful Road Levy: $1.453488 $7,502,256,649 $10,904,439 County Road Levy Shifted to Current Expense(per $0.000000 $7,502,256,649 $0 RCW 84.52.043): Adjusted Highest Lawful Road Levy: $1.453488 $7,502,256,649 $10,904,439 Actual Established Road Levy: $1.459048 $7,502,256,649 $10,946,150 (Levy Fixed in Accordance with RCW 36.40.090) County Road Property Tax Revenues Diverted For Other Unincorporated Purposes in Accordance with RCW 36.33.220, RCW 39.89,or RCW 84.55.050: Service to be Provided Diverted$/Thousand Diverted Levy Amount Traffic Law Enforcement RCW 36.33.220 0.287913 $2,160,000 Total Diverted Road Levy: $0.287913 $2,160,000 Road Levy Revenue Remaining for Roads $1.171134 $8,786,150 (RCW 36.82.040) Road Funds Budgeted to be used for Traffic Law Enforcement Traffic Law Enforcement Funded Through Operating Transfer(per agreement): $0 Traffic Law Enforcement Funded Through Direct Payment(cost reimbursement): $0 Total Budgeted Road Fund Expenditures for Traffic Enforcement: $0 Reporting of Diverted Road Levy and budgeted Road Fund Expenditures for Traffic Law Enforcement amounts are both required in order to ascertain county eligibility for RATA funds. (see WAC 136-150-030) Note:WAC 136-150-021 provides that"The CRABoard will request that every county legislative authority submit a certification showing the amount of the road levy fixed and the amount,if any, budgeted in accordance with RCW 36.33.220 for traffic law enforcement and/or any other purpose from diverted road levy no later than February 1st of each year". about:blank 1/1 f ARESOLUTION FLUNG THE AMOUNT OFA DNALPAW:TAW LA FOk:M ROAD VY'FOIA THE;y t it R.X019 RESOLUTION.NO; $_ WHEREAS,RC1Ar 36:40.09©states t.iat:the Board of N it`wp titrty Cgmmissioners shall fix the=anuwvof:.t6e tax levies:to.be raiso&for Road Lurid: IT IS;THERMRL Dom` tM iYED,:thattho following tie fixed as the.amounts tobe raised:by ad valorem fazes.fot tlio,putlsase.6f.meeting,the expenditures:estimated iri tie:2019 Budget f6r Mason county Refund Levy and Road.Fwtd; GOAD FUND. S $;744;439,06: :DIVER3tON OV ROAD LEVY S 2.160,040.00 TOTAL ROAb`LEVY S.10,904,439.06' -42;7 .91 1'Q'Tf1L AMOUNT:TO LEWFOR1019 S 10,947,189:97 Phis K+estiliitiaii r�seiv�s uautlized`levy for liankaed capacity, ADOFMP this .........:day of P&tr4w 2Q1$: :BOARD OF MASON,COUNTY COMNGSSIONERS Randy eatletlia,:CEreirpersari Terri Drexler;.C minissioner . Kevin ShuRy,Coinmissioner ATTEST: C[` th - . .... .. PROVED.AS.TO.FORM: rne}� T'im ..: ite Prosecutng. ltto J tBxidget Adb'. on.Info170 j AResolutiorisM to RestiRoad.l%and Banked..Camdoc 1 Vl Un" a MASON COUNTY BRIEFING ITEM SUMMARY FORM TO: BOARD OF MASON COUNTY COMMISSIONERS FROM: Jerry W. Hauth, PE, Director/Diane Sheesley, PE, County Engineer DEPARTMENT: Public Works EXT: 450 BRIEFING DATE: February 4, 2019 PREVIOUS BRIEFING DATES: N/A If this is a follow-up briefing, please provide only new information ITEM: Speed Limit Alteration — Set Hearing - Belfair Tahuya Road Background: Public Works is requesting the Belfair-Tahuya Road speed limit be increased from 45 mph to 50 mph between MP 0.78 to approximate MP 7.40. It is further recommended to lower the speed limit from 45 mph to 35 mph between approximate MP 7.40 and MP 11.75. A study and analysis was completed by the Transportation Engineer and recommendations made to the County Engineer. The report and recommendations were also shared with TIP-CAP and the Sheriff's department. TIP-CAP moved to forward the recommendation to the Board and Chief Spurling concurred with the recommended speed limit alterations. Based on a review and analysis of traffic conditions within this section of the road, it is recommended to raise the speed limit from 45 mph to 50 mph between MP 0.78 and MP 7.40 and decrease the speed limit from 45 mph to 35mph between MP 7.40 to MP 11.75. Recommended Action: Recommend the Board set a hearing for March 5, 2019 to consider a speed limit increase from 45 mph to 50 mph between MP 0.78 and MP 7.40 and decrease the speed limit from 45 mph to 35mph between MP 7.40 to MP 11.75 on Belfair Tahuya Road. Attachment: Hearing Notice NOTICE OF HEARINGS SPEED LIMIT NOTICE IS HEREBY GIVEN that the Board of Mason County Commissioners will hold a public hearing on Tuesday, March 5, 2019 at 9:15am in the Commissioners Chambers located in Courthouse Building 1,411 North Fifth Street,Shelton,WA 98584,to consider changing the speed on the following Mason County road: EXISTING RECOMMENDED COUNTY ROAD SPEED SPEED M.P. - M.P Belfair Tahuya Road 45 50 0.78 - 7.40 45 35 7.40 - 11.75 A traffic investigation has been prepared and all related material reviewed by the Board and found appropriate for further proceedings. Citizens of Mason County are invited to attend said hearing. For questions contact the Public Works Department, 360-427-9670, Ext. 450; Belfair 275-4467; Elma 482-5269, or if special accommodations are needed, contact the Commissioners' office Ext. 419. DATED this 12th day of February, 2019. DEPARTMENT OF PUBLIC WORKS MASON COUNTY, WASHINGTON Melissa Drewry, Clerk of the Board cc: Commissioners Engineer Publish: Shelton Journal - 2t: 2/21119 & 2/28/19 Bill: Mason County Department of Public Works 100 W Public Works Drive Shelton, Washington 98584 MASON COUNTY DEPARTMENT of PUBLIC WORKS 100 W PUBLIC WORKS DRIVE SHELTON, WASHINGTON 98584 MEMORANDUM TO: Jerry Hauth, PE, Director and Diane Sheesley, PE, County Engineer FROM: Dave Smith,Transportation Engineer DATE: 12/18/2018 SUBJECT: Proposed Speed Limit Changes— Belfair Tahuya Road Engineer's Report and Recommendations Mason County Public Works initiated a speed study on Belfair-Tahuya Road to evaluate whether the posted speed limits are appropriate based on normal travel observations. The purpose for this evaluation is to better align current traffic speeds with the posted speed limit, thus increasing safety. Many factors were considered when conducting the analysis including: vehicle speeds, traffic volumes, horizontal and vertical sight distance, collision history, and cost. Two methods were used in developing the speed limit recommendations: 1.) engineering judgment based on best practices and; 2.)The Federal Highways Administration's USLIMITS2 program as an objective second opinion. Based on a review and analysis of traffic conditions at this location, it is recommended to raise the speed limit from 45 mph to 50 mph between MP 0.78 and approximate MP 7.40. In addition, it is recommended to lower the speed limit from 45 mph to 35 mph between MP 7.40 and 11.75. A description of existing conditions, staff's analysis, and more detailed recommendations follow. Existinp, Conditions Belfair-Tahuya Road is classified as a rural major collector, moving travelers from several small lake communities on the Tahuya peninsula to Belfair and beyond. A good portion of the road and entire study segment passes through the Tahuya State Forest, a multiple use working forest managed by the Department of Natural Resources (DNR). Land use activity on state lands is minimal, and can be associated with recreational use, such as ORV, hiking, and day camping use. Belfair-Tahuya Road consists of primarily two 12-foot wide paved lanes, with both gravel and paved shoulders with widths that vary from 0 to 7 feet. The road is located in rolling terrain with both horizontal and vertical curves. Design speeds, per AASHTO, are in the range of 50 to 60 mph for a rural arterial in rolling terrain. The current speed limit posting between MP 0.78 and MP 7.40 is 45 MPH. The average daily traffic (ADT) is shown in Table 1, and volumes outside of the proposed speed change segment are shown for comparison. Volumes shown with an asterisk are within the proposed speed limit change segment, and vary from 2753 ADT to 156 ADT. Page 1 of 6 Belfair-Tahuya Road Speed Study Map Belfair Tahuya Road f 111.0 End MP —� Begin MP 7.40 0.78 L. Begin MP j 7.40 ell 1 lee L +ter r. .5 VICINITY MAP Hood dam, Proposed speed limit increase from End MP r MP 0.78 to MP 7.40 l `•' 11.75 Proposed speed limit decrease from ! �- MP 7.40 to MP 11.75 f 10f22/2018.2:12:58 PM 1:48.962 0 442 am 1.7 W C coonryr eanaay roDi°` — courtly { Ry1oaa(Zoan b 12uAu0) Federal ql 0 O.S 1 21M .._r.t'*JW •C.P.ME=ums. stwe Pnrale "Al We rwnak o....,as we.r r 0.ro....a e,. .em.awAorw.er..APPIksOm rage c of o Speed Studies Two speed percentiles most important in determining effective speed limits are the 501h and the 85th percentiles. The 501h percentile of speeds represents the average speed of the traffic stream. The 85th percentile is the speed at which 85 percent of the observed vehicles are traveling at or below. This percentile is used in evaluation and recommending posted speed limits base on the assumption that 85%of the drivers are traveling at a speed they perceive to be safe. Spot speed studies were made at six locations within the study segment to establish speed trends. These trend studies were conducted on straight, level, open sections of the highway away from intersections and roadside development. A review of the speed data shows traffic is traveling a minimum of 10 mph over the posted speed limit between MP 0.78 and MP 7.40, and 6 to 8 mph under the posted speed limit between MP 7.40 and MP 11.75. Table 1 -2017 Traffic Count and Speed Study MP 2017 ADT Posted Speed(MPH) 851h Percentile Speed (MPH) 5oth Percentile Speed (MPH) 0.35 4132 35 39.3 30 1.00 2753 45 55.2 50 2.90 2756 45 58.6 53 3.70 2558 45 55.2 45 6.40 480 45 62.2 56 9.50 447 45 45.1 39 11.60 156 45 41.2 37 Collision History- MP 0.78 and MP 7.40 A review of the Collision Summary sheets, over a 5- year period from October, 2013 to October 2018, reveals there have been 45 collisions within the study segment of MP 0.78 and MP 7.40. Of those 45 collisions, 7 involved more than one vehicle. Of those 7 two-vehicle collisions, 3 involved serious injury, and one involved a fatality. The fatality occurred after a pedestrian got out of a vehicle to assist another vehicle that was stuck in a ditch, and was then struck by a third vehicle that slid on ice. The Collision Summary sheets are attached. Of the 45 collisions, 20 involved serious injuries, and 25 were non-injury property damage only. Thirty of the 45 collisions were 'single vehicle, run off the road and strike a fixed object' collisions. Crash history does not point to current operating speeds as being too fast for normal road conditions. Nothing in the collision history indicates that an increase in the posted speed limit to 50 mph will result in an increase in the number or seriousness of collisions. There have been 7 intersection related collisions between MP 0.78 and MP 7.40 over the last 5 years. These intersection collisions are tabulated in Table 2. Table 2 - Intersection Related Collisions Page 3 of 6 • Intersecting Road Major MP Number of Collisions Tahuya River Road 3.79 1 Haven Way 3.99 3 Elfendahl Pass Road 1.85 3 Collision History- MP 7.40 and MP 11.75 A review of the Collision Summary sheets, over a 5-year period from October, 2013 to October, 2018, revealed there have been 12 collisions within the study segment of MP 7.4 and MP 11.75. Of those 12 collisions, 8 involved striking a fixed object. Of those 8 collisions, 5 involved serious injury. For comparison, the standard equation utilized for calculation of crash rates along a route to compare different routes is given: Number of crashes x 100 million Rateper HMVM = ------------------------------------------------------------------- AADT x 365 x Years of Crash Data x Length in miles During the last 5 years, the HMVM for the segment of MP 7.4 and MP 11.75 is calculated to be 358. By comparison, the HVMV for the segment of MP 0.78 and MP 7.40 is 135.The crash rate is 2.6 times greater between MP 7.4 and MP 11.75, than between 0.78 and MP 7.40. Road/Intersection Geometry • The study segment includes intersections with County roads at Elfendahl Pass Road,Tahuya River Drive, Haven Way, Collins Lake Road, Tahuya Blacksmith Road,Tahuya River Road and Dewatto Road, Tahuya River Road, and Lake Shore Road.These intersections are generally constructed at or near 90 degrees. Several intersections have grades that exceed 3%and are also within horizontal curves. These locations will be further evaluated and ball-banked to determine final advisory signing. State Forest Land and Trail Systems The Belfair-Tahuya Road bi-sects State lands and Tahuya State Forest-Howell Lake Trail crosses at several locations.This is a "two-track" trail used by bicycles, horses, quads, dirt bikes, and hikers. The DNR is responsible to maintain informational and warning signs at crossings for trail users.The trail has signs warning trail users of the road, installed and maintained by the DNR. There are no advance trail crossing signs posted on Belfair-Tahuya Road. Sight Distance A field review of stopping and entering sight distances at intersections with public roads was performed on 11/1/2018. Sight distances were found to be adequate for the existing 45 MPH speed limit and proposed 50 MPH posting. Design speed sight distances in Table 4 are shown for 45, 50 and 55 mph for comparison purposes. These design speed distances are recommended for design and not typically used for operational analysis, but can be helpful in evaluating existing situations. Passing Sight Distance (PSD) is the minimum sight distance that is required on a two lane, two- directional highway that will allow a driver to pass another vehicle without colliding with a vehicle in the Page 4 of 6 opposing lane. This distance also allows the driver to abort the passing maneuver if desired. The • existing passing zones will be evaluated and necessary changes will be made during the striping season. Stopping sight distance is adequate at each trail crossing location, per Table 3. However, a speed advisory for reduced speed for left turning vehicles into Tahuya Blacksmith Road is required as indicated in Table 4. Trail crossing sight distances, measured from trail crossing locations, were obtained in the field and recorded in Table 5. As is the case with crossing any public road, trail users are required to take necessary safety precautions before entering the road to cross. Table 3—Measured Sight Distance at County Road Intersections (MP 0.78 to MP 7.40) Minor Road Sight Distance to Sight Distance to Turn Right Sight Distance to Turn Left Turn Left from from Minor Road (FT) into Minor Road (FT) Minor Road (FT) Elfendahl Pass Road 958 1,100 1,100 Tahuya River Drive 835 590 564 Haven Way 594 740 505 Collins Lake Drive 700 730 733 Tahuya Blacksmith Road 550 550 375 Dewatto Road 535 530 565 Table 4—Site Distance When Turning to and from Minor Road -AASHTO Design Speed Stopped Car Turning Left from a Right Turn from a Stop and Left Turn Into a Minor Road (MPH) Minor Road (FT) Crossing Maneuver(FT) (FT) 45 500 430 365 . 50 550 480 405 55 610 530 445 Note: Distances shown in Table 4 assume a flat grade. Table 5— Measured Sight Distance at DNR Trail Crossings Intersecting Trail Sight Distance to Trail Crossing AASHTO Stopping Sight Distance for 45/50/55 mph left/right (ft.) MP 2.14 770/975 360/425/490 MP 2.34 575/820 " MP 2.89 755/900 " MP 3.85 689/470 " MP 5.38 790/650 MP 5.94 2570/650 " School Bus Service The North Mason School District has two bus routes using the Belfair-Tahuya Road. Laws protect students who are getting off and on a school bus by making it illegal for drivers to pass a school bus while dropping off or picking up passengers, regardless of the direction of approach. An increase in the speed limit is not expected to have any impact on school bus safety. Guardrail Existing guardrail within the limits of the proposal is W-Beam; and four types of anchor systems are in place. A review of the WSDOT Design Manual Section 1600.00 and 1600.10 and State Standard Plans for Page 5 of 6 design and installation of guardrails, anchors, and length of need indicate raising the speed limit by 5 MPH will not trigger improvements or upgrades at this time. Guardrail will be re-evaluated at the time of any future road projects within the study area. Analysis Nothing in the collision history indicates that an increase in the posted speed limit to 50 mph from the existing 45 mph will result in an increase in the number or seriousness of collisions. The major factor associated with speed and collisions are not average speed, but rather the variation in speed among vehicles. Differential speeds cause more turbulence in the traffic stream; activities such as passing and overtaking. What matters most in setting a speed limit is choosing a limit people will obey, to reduce the variation in speed among vehicles. Regardless of the average speed on the highway, the more a driver deviates from the average speed, the greater his or her chance of being involved in an accident. Vehicles travelling 10-15 mph less than the average speed of all traffic have a much greater chance of being involved in a crash. Bringing the posted speed limit in line with the average roadway speeds will decrease the chances of traffic accidents. Within the section between MP 7.4 and MP 11.75, the 85th percentile speed is below the posted speed limit of 45 mph by 6 to 9 mph. Lowering this section of roadway to 35 mph will put the operating speeds closer to the posted speed and thus reduce speed differential conflicts. Also, lowering the speed limit from 45 mph to 35 mph will allow most of the 35 mph speed advisory signs and associated curve signs to be removed and reduce the sign maintenance costs. Cost Associated with Increasing the Speed Limit An estimate provided by the Sign Shop to increase the speed limit and install additional signing is $7,500. Recommendations 1. Raise the speed limit from 45 mph to 50 mph between MP 0.78 and the vicinity of MP 7.40. 2. Reduce the speed limit from 45 mph to 35 mph between MP 7.40 and MP 11.75. 3. The engineer's report and recommendations should be shared with DNR,the Sheriff's Office, and TIP-CAP. 4. A new signing and striping plan will be prepared by the traffic department;with the assistance of the transportation engineer if the Board approves the speed limit change. Any additional paint changes to striping will be implemented during the annual striping program. 5. A guardrail review is advisable in the future when there is a county road project within the study area. 6. Review roadside delineators within the study segment. Replace as needed in the curves.These are effective guidance devices at night and during adverse weather. They remain visible when the roadway is wet or snow covered. Page 6 of 6 r MASON COUNTY BRIEFING ITEM SUMMARY FORM TO: BOARD OF MASON COUNTY COMMISSIONERS FROM: Diane Sheesley, P.E., County Engineer C ndi Ticknor O&M/ER&R Manager DEPARTMENT: Public Works EXT: 450 BRIEFING DATE: February 4, 2019 PREVIOUS BRIEFING DATES: (If this is a follow-up briefing, please provide only new information,) ITEM: Surplus of Personal Property EXECUTIVE SUMMARY: ER&R has equipment and vehicles that have been replaced or are no longer needed. The attached notice lists of all of these items requested to be declared surplus and disposed of at an auction through Washington State Surplus (vehicles) and Ritchie Bros. Auctioneers/Iron Planet (equipment). This process is pursuant to the County's comprehensive procedure for the management of County property (Ordinance 84-04, Mason County Code Chapter 3.40, Management and Disposition of Property) and the laws of the state of Washington. RECOMMENDED OR REQUESTED ACTION: Recommend the Board authorize ER&R to declare the attached list of equipment and vehicles as surplus and allow ER&R to dispose of pursuant to Mason County code and state laws. Attachment: Notice Vehicle/Equipment information i NOTICE OF SALE The Board of Mason County Commissioners has declared the following vehicles and equipment as surplus and will be disposed of at public auction. Vehicle List: Year Description Odometer 2006 Crown Victoria 187,326 2008 Chevy Trailblazer 192,513 2004 Ford F-550 97,940 Equipment List: Year Description Hours 2013 Superior Broom 1780 1991 Athey Belt Loader 1012 Auctions will be held through Washington State Surplus Program (7511 New Market Street, Tumwater, WA 98512; Phone (360) 753-3508) and Ritchie Bros. Auctioneers/Iron Planet(214 Ritchie Lane, Chehalis, WA 98532; Phone: (360) 767-3000). Auction information regarding these items can be found on the Washington State Surplus web site: www.publicsuiplus.com and the Ritchie Bros. Auctioneers web site: www.rbauction.com. Dated this day of February,2019 BOARD OF COUNTY COMNIISSIONERS OF MASON COUNTY,WASHINGTON Melissa Drewry,Clerk of the Board. cc: Cmmrs Engineer Journal(Shelton): Publ. It: 2/21/19 &2/28/19 �1 February 4, 2019 Surplus List 00043 2006—Crown Victoria 187326 ER&R Transmission, high mileage 00167 2008—Chevy Trailblazer 192513 Sheriff Transmission out/high miles 00823 2013 -Superior Broom 1780 (hrs) Public Works Bad engine 00211 2004- Ford F-550 97940 Public Works Bad engine 00609 1991 -Athey Belt Loader 1012 (hrs) Public Works Electrical issues (electrical panel), linkage & pumps are worn-out, parts are obsolete. MASON COUNTY BRIEFING ITEM SUMMARY FORM TO: BOARD OF MASON COUNTY COMMISSIONERS FROM: Bart Stepp, Deputy Director/ Utilities and Waste Management DEPARTMENT: Public Works EXT: 652 BRIEFING DATE: February 4, 2019 PREVIOUS BRIEFING DATES: 3/20/17, 9/11/17, 4/09/18, & 7/16/18 ITEM: Solid Waste Privatization Request for Proposal (RFP) Report EXECUTIVE SUMMARY: On October 5, 2017, Mason County Public Works issued a Request for Proposals from companies interested in long term operations and maintenance of the County solid waste facilities. The due date for the proposals at that time was set at March 6, 2018. Following several addendums the final submittal deadline was November 8, 2018. The County received proposals from Waste Connections and Waste Management and a review committee of non- industry SWAC members reviewed the proposals and came up with a list of clarifying questions that the proposers responded to by January 10, 2019. Attached is the report prepared by the review committee along with the proposals and question responses by the proposers. Both proposals are by large companies that have the expertise to successfully operate the County's solid waste facilities. Privatizing operations would require tipping fee increases that are significantly above the current CPI increases the County enacts on an annual basis. Cost Impact to the County Solid Waste Fund #402 is a self-sustaining Enterprise Fund. The fund receives enough fees to pay for operations and some capital improvements. If operations were privatized, a portion of tipping fees would pay for a Solid Waste Manager and an Environmental Health Specialist employed by the County. The Solid Waste Manager would be responsible for administering the contract and public outreach for solid waste operations. The Environmental Health Specialist position is for solid waste permitting and enforcement activities throughout the County. Privatizing operations would not affect the general fund. RECOMMENDED OR REQUESTED ACTION: The review committee is looking for feedback from the Board on what the next step in this process should be. The review committee's recommendation is to continue with public operations of the facilities due to the higher tipping fees that would result from privatization. Attachment: Solid Waste Privatization Report (January 28, 2019) Briefing Summary V I� SOLID WASTE PRIVATIZATION RFP REPORT PREPARED BY: BART STEPP, PE, DEPUTY DIRECTOR/UTILITIES AND WASTE ZACH FOSTER, SOLID WASTE MANAGER JEFF BICKFORD, SOLID WASTE ADVISORY COMMITTEE MEMBER DAN TEUTEBERG, SOLID WASTE ADVISORY COMMITTEE MEMBER JANUARY 28, 2019 TABLE OF CONTENTS Page Number 1 . 13ACKGROUND 1 2. GENERAL OVERVIEW OF PROPOSALS 1 3. MASON COUNTY GARBAGE (WCN) PROPOSAL 2 4. WASTE MANAGEMENT PROPOSAL 2 5. COMPARISON TO CURRENT COUNTY SERVICES 3 6. COMPARISON OF PROPOSED TIPPING FEES 3 7. CONCLUSION 5 TABLES Table 1 — Comparison of Proposed 2020 Tipping Fees 4 APPENDICES A — Waste Connections Proposal 6 B — 1/08/19 Waste Connections Response to County Questions C — Waste Management Proposal D — 1/10/19 Waste Management Response to County Questions r SOLID WASTE PRIVATIZATION RFP REPORT JANUARY 28, 2019 1. Background Since 2015 Mason County has been working on a new Comprehensive Solid Waste Management Plan (CSWMP). Chapter 1 of that plan was a list of goals the Solid Waste Advisory Committee (SWAC) came up with. Goals applicable to this report were: 4) Identify and consider implementation of emerging methods for improved management and handling of all waste. 7) Foster cooperative and coordinated efforts among government agencies, citizens, and the private sector. 10) Emphasize the development and implementation of the most efficient technologies for waste reduction, reuse, and recycling. 12) Evaluate public/private partnerships to consider if an arrangement can be made that benefits all participants. In March of 2017, the Board was briefed on solid waste flow control issues. The Board directed staff then to bring more information on flow control and its impacts to the solid waste program. In September of 2017, staff proposed publishing a Requests for Proposals (RFP) from private companies interested in operating the solid waste facilities under contract. The initial RFP was published on October 5, 2017 with an initial due date of March 6, 2018. Subsequent addendums provided more information and extended the deadline for submittal to November 8, 2018. The County received proposals from Waste Connections (WCN) and Waste Management (WM). Both companies are national corporations with a local presence. A committee made up of staff and non-industry SWAC members reviewed and scored the proposals. Based on that review, a set of questions for both companies was created and sent to the proposers to answer. The deadline to submit the answers was January 10, 2019. Included with this report are copies of the proposals submitted by the two companies and the responses from the companies to the questions that the County asked. This report provides an overview of the proposals and the review committee thoughts on the proposals. The County has an existing solid waste disposal transportation contract with Republic Services that expires on August 26, 2020. A blue box recycling contract with Mason County Garbage expires on August 31, 2020. A contract with Mason County Garbage to provide drop box hauling services expires on July 31, 2020. 2. General Overview of Proposals In addition to information about how proposers would operate the facilities, the County asked proposers to provide a general description of Capital Improvements needed at the facilities prior to 2025. Both companies proposed constructing new transfer stations at Eells Hill that would separate commercial and residential traffic and provide for indoor operations. The costs of these improvements were amortized in the proposed tipping fees that were in the proposal. Capital projects of this size would require a water system capable of providing fire sprinklers and hydrant flows needed to meet current building code requirements. The existing water system at Eells Hill does not provide this capability, so additional water system improvements including a reservoir, new distribution system, and fire pump system would be required for both proposals. Neither proposal includes the costs of a water system upgrade in their costs. 1 Waste Connections (WCN) and Waste Management (WN) have significant experience in managing a variety of solid waste facilities including transfer stations, landfills, transportation companies, and recycling facilities. Both of them also operate local facilities. Mason County Garbage, the certificated hauler in Mason County, is a subsidiary of WCN. Lemay, the company that currently transports trailers back and forth from the Eells Hill Transfer Station to the rail yard in Centralia, is also a subsidiary of WCN. WM operates the Olympic View Transfer Station in Kitsap County under a multi-year contract with Kitsap County. Lemay also works in Grays Harbor and Thurston Counties. Both companies have the knowledge and expertise to capably operate the Mason County Solid Waste System. 3. Mason County Garbage (WCN) Proposal The major points of the WCN Proposal are: 1) They propose to take over operations starting July 1, 2019. 2) The contract would include long-haul transportation of solid waste once the contract with Republic Services expires on August 26, 2020. 3) A new transfer station at Eells Hill would be constructed. The transfer station would be a fully enclosed metal building. Waste collection and transfer trucks would have a separate designated entrance from self-haul residential and commercial customers. 4) A new household hazardous waste (HHW) facility would be at the new transfer station. 5) A new facility at the Belfair Drop Box Station would be constructed that includes scales. 6) WCN would continue operations of blue box recycling facilities at all stations, however, WCN recommends a negotiation of the current materials accepted. 7) The existing transfer station would be used for yard waste transfer and for backup of the new transfer station. 8) WCN recommends closing the Hoodsport and Union drop box stations on January 1, 2021. Mason County Garbage provides curbside collection service to these areas and the Eells Hill Station is within 30 minutes of both facilities. 9) WCN recommends changing the days open for the Belfair drop box station from Tuesday — Saturday to Friday— Monday. 10)WCN recommends that the County start charging fees for recycling services. 11)The HHW services contract with Kitsap County for Mason County residents would be discontinued and WCN would provide mobile HHW collection services at the Belfair drop box stations once a month. 12)Mason County Garbage would bring all of their collected waste to the Eells Hill Transfer Station if WCN took over operations rather than sending the waste in the northern part of the County to Kitsap County. This would solve a part of the flow control issue that was discussed two years ago by the Board. WCN would want the County, as a condition of this contract, to enforce illegal commercial hauling outside of the County and illegal solid waste disposal facilities. 4. Waste Management (WM) Proposal The major points of the WM Proposal are: 1) WM proposes to start operations on September 1, 2020, after the new transfer station is constructed. The existing transfer station would be operated by County staff until the new transfer station is complete. 2) The proposal did not include WM long-haul transportation of solid waste, but WM said they could provide this service in subsequent questions. WM states they would truck containers to the North Mason Fiber Facility or Union Pacific Argo Intermodal Yard, load them onto rail cars, and transport them to the Columbia Ridge Landfill in Arlington, Oregon. 3) The new transfer station would be a 5,280 square foot fully enclosed building. 4) WM would make upgrades to the HHW facility at Eells Hill. 5) No improvements to the drop box stations were identified. 2 6) The original proposal did not include operating the blue box recycling service. But in subsequent questions WM stated charging for recycling services was appropriate. WM also stated they could provide this service if needed. 7) The existing transfer station would be used as a backup or overflow facility. WM did not include maintenance of these facilities in their costs. 8) WM's proposal assumed the County would continue with the current practice of using Stericycle and Emerald Services for transportation and disposal of HHW. WM could provide this service if desired by the County but did not provide a price for it. 9) WM's proposal assumes that the County would enact a flow control ordinance. That would require Mason County Garbage to dispose of all solid waste it collects at Eells Hill, including their northern routes that now go to Kitsap County. 5. Comparison to Current County Services The WCN proposal recommends some service changes from the current system that include closing down the Hoodsport and Union drop box stations and reducing the days that the Belfair drop box station is open. WCN also proposed eliminating the contract with Kitsap County for HHW service. The proposal from WM did not propose any changes to existing hours or services. Currently the Union and Hoodsport drop box stations do bring in enough revenue to pay for themselves. But the Union and Hoodsport drop box stations are about a half hour drive from the Eells Hill Station and Mason County Garbage provides curbside services to these areas. So services would still be available to these areas if these drop box stations were closed. WCN proposes having once a month HHW mobile events at Belfair instead of continuing with the Kitsap County HHW interlocal agreement. The County looked at having Stericycle come in and do mobile events in 2016, but the cost per person served was higher than the Kitsap County agreement. Since Kitsap County has their facility open several days a week, a once a month mobile event would provide a significant reduction in HHW disposal service. The capital improvements proposed at Eells Hill by both proposers would provide faster and improved service for commercial and residential customers. An enclosed facility would also provide a better and safer work environment for operators. 6. Comparison of proposed tipping fees The RFP requested that proposer's provide a proposed tipping fee for when they take over operations. WCN provided two tables with tipping fees from 2019 — 2023. One table established tipping fees if the Hoodsport and Union were kept open and the other table provided tipping fees if the Hoodsport and Union Stations were closed as they recommended. WM provided a tipping fee for 2020. The RFP stated that a proposer would need to pay the County rent and a franchise fee to operate. The fees they paid to the County would pay for a Solid Waste Manager to manage contracts and public outreach, and an Environmental Health Specialist for enforcement and permitting activities. Both proposers proposed a portion of the tipping fee to pay for these items. WCN and WM included different things in their tipping fee proposals. In order to get an apples to apples comparison the County asked WCN and WM some subsequent questions about their proposed prices. The list on the next page identifies what was included and not included by the proposers: 3 WCN Proposed Tipping Fee Includes: 1. Household Hazardous Waste Subsidy 2. Amortization costs for Capital Improvements 3. $1.50/ton to Environmental Health 4. $6.50/ton to Mason County Public Works* 5. 3.6% State Refuse Tax 6. Assumes WCN will take over long-haul transportation after expiration of Republic Contract. WCN Proposed Tippinq Fee Does Not Include: 1. Blue Box Recycling Subsidy WM Proposed Tipping Fee Includes: 1. Blue Box Recycling Subsidy 2. Household Hazardous Waste Subsidy 3. Amortization Costs for Capital Improvements 4. $1.50/ton to Environmental Health 5. 3.6% State Refuse Tax WM Proposed Tipping Fee Does Not Include: 1. Cost per ton fee for Mason County Public Works* 2. Cost for WM to provide long-haul transportation of waste. * Mason County Public Works costs include funding for Solid Waste Manager, partial funding for County Utility Director, rent of County properties, and franchise fee as appropriate. The County asked WCN in subsequent questions what the blue box recycling subsidy tip fee would be and WM's cost for long-haul transportation of waste to determine 2020 tipping fees that provide the same level of service along with the County's proposed tipping fee assuming a standard CPI increase from the 2019 tipping fee. The table below assumes WCN and WM would take over long- haul transportation operations upon expiration of the contract with Republic Services. Table 1 -Com arison of Proposed 2020 Tipping Fees Tipping Fee Item Count ($/ton)' WM $/ton 2 WCN ($/ton) WCN w/o H or U $/ton 3 Capital Projects $12.04 $9.42 $9.42 Water System Up. $3.00 $3.00 $3.00 Operations $40.77 $32.81 $42.28 $38.98 County Health $1.50 $1.50 $1.50 $1.50 Long Haul Service $58.18 $77.50 $60.00 $60.00 Drop Box Recycle $2.00 $1.81 $3.50 $3.50 HHW Subsidy $0.25 $0.20 $0.20 $0.20 Public Works $6.50 $6.50 $6.50 State Tax 3.6% $3.70 $4.87 $4.55 $4.43 Total Tipping Fee $106.40 $140.23 $130.95 $127.53 1-Public Works costs are part of the Operations Item for the County. County fee assumes a CPI Increase of 3.2%in 2020. 2-The Waste Management proposal stated a long haul service price of$55.71/ton which was the cost from Republic Services for 2018. The$77.50/ton price in the table represents the middle of the$75-80/ton cost WM provided in the questions if they provided long-haul service instead of Republic. 3-w/o H or U means the price if the Hoodsport and Union drop box stations are closed. The current 2019 tipping fees for neighboring counties are below: 1. Kitsap County - $75/ton 2. Thurston County- $119/ton 3. Jefferson County- $162.93/ton 4. Grays Harbor County - $104.85/ton 4 The County's current tipping fee when compared to neighboring counties is the second lowest behind Kitsap County, which is much lower due to the heavy volume of waste they receive from the naval shipyard. Privatizing operations would increase tipping fees substantially, creating rates similar to Thurston County and higher than Grays Harbor County. 7. Conclusion Mason County published a Request for Proposals from companies interested in taking over operations of the County solid waste facilities. The County received proposals from Waste Connections and Waste Management. Both companies are large, national companies with a local presence that have experience managing solid waste facilities. Waste Connections recommends closing the Hoodsport and Union drop box stations. Neither proposal suggested any change to hours or days of service for the Eells Hill Transfer Station. Both companies propose capital improvements to facilities that would modernize them and improve their efficiency. These companies have the capital available to construct these improvements in a couple of years. The County does not have access to this type of capital. The County would need to construct these improvements at a later date and may need to apply for grant or loan funding to obtain enough funding to complete the improvements. Existing solid waste operations are paid for by County Solid Waste Funds. The current tipping fees provide sufficient revenue for the County to operate and maintain the facilities. In 2018, the County completed transfer station improvements that cost $603,420 and purchased a new loader for $170,000 using solid waste funds. The County could potentially construct a new transfer station in the future using solid waste funds combined with a state grant or loan. Privatizing operations with either proposer would result in a substantial increase in tipping fees for Mason County residents and businesses. This is the most significant drawback to either proposal. A large part of this increase is due to paying for the proposed capital projects, but without the capital projects tipping fees would still see increases of greater than 7%. Other drawbacks to privatization include loss of County supervision of facility maintenance and the loss of County employees who currently operate the solid waste facilities. County staff and the Solid Waste Advisory Committee are looking for direction as to the next steps the Board would like to see, if any, regarding these proposals. The options include: 1) Have the proposers come in and provide presentations to the Board and/or SWAC. 2) Begin contract negotiations with one of the proposers for privatizing the facility. 3) Determine that County operations are preferred and discontinue the privatization process. The recommendations from the RFP review committee are: A. Mason County Public Works should continue operating the solid waste facilities, primarily because of the substantial cost increase to customers that would result from privatization. B. The County's long haul contract, blue box recycling contract, and drop box hauling contract all expire within the span of a month in August of 2020. The County should look at combining these three contracts into one. This might provide some economies of scale that could result in a cost savings to the County. C. The County should be prepared to alter the blue box recycling program if difficulties in recycling certain materials continue. APPENDICES: A—Waste Connections Proposal B — 1/08/19 Waste Connections Response to County Questions C —Waste Management Proposal D — 1/10/19 Waste Management Response to County Questions 5 WASTE CONNECTIONS Connect with the Future- Table utureTable of Contents Executive Summary Introduction Mason County Solid Waste Transfer Station Background Supporting the County's Solid Waste Management Goal WCN Approach to Meet County Objectives Building on County's Successful Operations 1. Solid Waste Handling Qualifications and Experience About Waste Connections General Overview Growth Management Philosophy and Financial Resources Local Autonomy and Economy of Scale Financial Stability Safety The WCN Team 2. Management of Similarly Situated Disposal Facilities Similar Transfer stations 3. Disposal Tonnage from Mason County 4. WCN Disposal Opportunities Wasco County Landfill Finley Buttes Regional Landfill 4. A. Tip Fee Schedule by year 2019-2023 5. Significant Contract Terms 5. A. Facilities 5. B. Household Hazardous waste 5. C. Blue Box recycling 5. D. Financial plan, rates, and county operating revenue 5. E. Staffing and employees 5. F. Timeline for operations to commence 5. G. Alternatives 5. H. Environmental Compliance Appendix A—Reference Letters Response to RFP for privatization of County Operations—Mason County Executive Summary Introduction Waste Connections(WCN) is pleased to submit its response to the RFP from Mason County(County)for private contracting services to operate the County's Solid Waste Transfer Stations. We are very excited about the potential opportunity. WCN understands public-private partnership arrangements,which have become a niche of the solid waste business that we target. We are currently engaged in similar public- private partnerships across the United States. Mason County Solid Waste Transfer Station Background Mason County Public Works (the County) operates and maintains four solid waste facilities. These facilities are the Eells Hill Transfer Station and rural drop box stations at Belfair, Hoodsport, and Union. Total Solid Waste tonnage from all four facilities was 34,572 in 2016. The Belfair station averages around 27 tons a month, the Union station 23 tons a month, and the Hoodsport station around 13 tons a month. Current staffing includes a half time Deputy Director(other half utilities), Solid Waste Manager, 4 operators, 4 booth attendants, and 2 extra help booth attendants. The four County facilities serve the community by offering: ■ In-County transfer station services ■ Waste transport and final disposal • Drop-box hauling services • Household hazardous waste (HHW) services at Eells Hill transfer station ■ Used oil and anti freeze collection at rural stations • Blue Box drop box recycling at each transfer station Supporting the County's Solid Waste Management Goal WCN has carefully evaluated the County's request for qualifications and the physical assets of the Eells Hill transfer station and three rural sites. Based upon our analysis of the County's needs, WCN is positioned to: ■ Design and build a new transfer station building at Eells Hill before 2025. The new transfer station will have a forty year capacity and the capability of handling and processing two hundred tons per day. The transfer station will be a fully enclosed metal building with a single tipping floor. The public and commercial self-haul disposal area will be separated from commercial solid waste collection and transfer vehicles areas. The self-haul customers will have access to the Blue Box recycling, E Waste, and HHW facilities before or after disposal. There will be a separate entrance for self-haul customers allowing access to the toll booth and scales before dumping waste. Waste collection and transfer trucks will use a separate designated entrance and scales before using the transfer station. There will be no intermingling of self-haul or collection vehicles thus improving safety and efficiency. ■ Relocate HHW facility to public access area at new transfer station area. Design and build a facility that provides adequate and safe collection of HHW materials. Contract out collection and processing while providing minimal or no onsite storage. Mobile collection service could also provide HHW collection at Sandhill transfer station. (Collection days and times to be determined.)Tip fees would fund facility, operation, and processing costs. WCN to continue to accept current HHW materials now accepted by County. Discontinue HHW payments to Kitsap County. • Include Blue box recycling location with the new transfer station. Blue Box recycling will be located at the public service area accessible before or after using the transfer station. WCN encourages County Response to RFP for privatization of County Operations—Mason County 2 use of LSWFA funding to provide recycling at all transfer stations until end of current contract in August 2020. Due to the volatility of markets and difficulty marketing of some current acceptable materials, WCN would recommend a negotiation of the current contract and materials accepted. ■ Use the current commercial building and tip floor internally for transfer of yard waste, recyclables, and back up for new transfer station. This would also provide a staging area and use in lieu of any future disaster planning for Mason County. For efficiency and operational control the locations for receiving yard waste, metal, tires, white goods, freezers and refrigerators will be located in new transfer station areas.After completion of new Eells Hill transfer station, construct a new facility at Sandhill transfer station with improvements to tip wall, metal recycling container off tip wall, oil and antifreeze storage with secondary containment for environmental protection. Two new scales and tippers would be installed along with a compactor for loose and bagged solid waste. Forty-yard containers would still be used to accommodate metal recycling,furniture, white goods, and other oversized items. Upon completion of construction of facility at Sandhill transfer, new facilities would replace the current Hoodsport and Union transfer stations. • Alternative#1: WCN recommends the closing of Hoodsport and Union stations on January 1, 2021. Mason County Garbage Co. Inc. provides all services to these areas. Maintenance will be provided at these two stations until closure. ■ Alternative#2: Open Sandhill transfer Friday thru Monday to accommodate large population of summer and weekend residents. Provide HHW collection one weekend day per month. ■ Upon expiration of current long haul and disposal contract with Republic Services (RDC) in August 2020, Company will provide long haul and disposal services through WCN or brokers and disposal sites. ■ WCN encourages County use of LSWFA funding to provide Blue Box recycling at all transfer stations until end of current contract in August 2020. Due to the volatility of markets and difficulty marketing of some current accepted materials, WCN would recommend a negotiation of the current contract and materials accepted. WCN offers the County the experience and strength needed to support its solid waste management goals, including: ■ A long positive history of public private partnerships; ■ Proven expertise in successfully operating transfer stations, which will lend itself to improving current operations, traffic, litter and other safety concerns; ■ A strong understanding of compliance with solid waste handling regulations, i.e., Revised Code of Washington (RCW)and the State of Washington Department of Ecology(Ecology)WAC 173-304, WAC 173-350, WAC 173-351; ■ Ownership of our nearby Wasco County Landfill in The Dalles, Oregon, and Finley Buttes Landfill in Boardman, Oregon. These landfills can provide 100+ years of emergency backup disposal capacity if needed and provide transportation savings over using other landfills located further from the County; and ■ The financial strength and capital resources to keep Mason County's residents' disposal rates reasonable. Response to RFP for privatization of County Operations—Mason County 3 WCN Approach to Meet County Objectives We believe we are uniquely positioned to partner with the County to support its objectives for alternative management options: "Determine the optimal solution to long-term management and operational control of the County's, such that the County realizes significant financial and non-financial returns on County achievements and investments, while assuring absolute commitment to continued excellent environmental and operational performance, and to provide capitol investment to replace the current aging facilities." Building on County's Successful Operations Mason County has achieved many successes to date with the closure of the Eells Hill landfill, construction of Eells Hill transfer station and rural stations, along with a long haul disposal contract. WCN's full intention is to assist the County even further to build on those successes by bringing and leveraging our private capital resources, operational management, compliance expertise, and marketing expertise. This will enable us to further maximize the County's assets while at the same time meeting all of the state and local requirements to provide long-term disposal system capacity at stable rates for its citizens. The Resources of WCN's Landfill Network As part of WCN's solid waste landfill network in the Pacific Northwest, the County, its residents, and businesses will have the resources of up to 100+years of emergency back-up disposal capacity at one of our WCN affiliate landfills throughout the term of any agreement into which WCN enters with Mason County. WCN is also the only company in the Pacific Northwest that can currently provide emergency back-up transportation and disposal services by truck, rail, and barge to access our backup landfills ensuring the most reliable system possible is available to the County. Response to RFP for privatization of County Operations—Mason County 4 WASTE CONNECTIONS I'ennect with the Futuro- 1 . Solid Waste Handling Qualifications and Experience About Waste Connections General Overview Waste Connections (WCN)is the third largest publicly traded solid waste services company in North America. WCN is a publicly traded (NYSE and TSX symbol WCN)regional, integrated environmental services company that provides solid waste collection, transfer, disposal, and recycling services, as well as petroleum exploration and production (E&P)throughout the United States and Canada. For more information, see htti)://www.wasteconnections.com/. From its principal executive offices in Vaughan, Ontario, Canada, and it principal administrative offices in The Woodlands, Texas, WCN serves residential, commercial, industrial, and exploration and production (E&P)customers in 38 U.S. states and five Canadian provinces. WCN owns or operates a network of 271 solid waste collection operations; 133 transfer stations; seven intermodal facilities; 71 recycling operations; 94 active municipal solid waste ("MSW"), E&P, and/or non-MSW landfills; 23 E&P liquid waste injection wells; and 16 E&P waste treatment and oil recovery facilities illustrated in the map below. t L •:s . g K _ • o O O Pngon•IHQ,Offa [mo .a •� •• ��I.1 � � Colktnn ii� p � ■ ■ Tnostb, "T��� • ' o:l t tarm • ♦ • Pscycfirg ♦•. m m Iabm,odd E&P hwf•, �•f E&P P,oce••4&E%'P..l Growth Since our founding in 1997 in Vancouver,Washington, WCN has grown into the third largest solid waste and recycling services provider in North America through a series of acquisitions of private and publicly- traded waste companies; divestitures from other solid waste companies; privatization of governmental operations; and successfully bidding, securing, and maintaining a large number of municipal contracts. Response to RFP for privatization of County Operations—Mason County 5 Management Philosophy and Financial Resources The WCN corporate philosophy is based on the belief that the solid waste service business is a local business best managed by professionals living and working in the communities we serve. WCN strives to provide service excellence for those communities that place their trust in our company and is always dedicated to putting our customers first. We look to technology and growth to help our customers, employees, and shareholders "Connect with the Future." Both corporate-wide and locally, we are committed to improving the environment for the future of the communities we live in and serve. We believe that our services play an integral part in improving the environment and are always mindful of having the most cost-effective waste management solutions for our customers. In addition, we are committed to the safety of our workers and have programs in place to continually upgrade our risk management and environmental policies. WCN's ability to effectively and ethically operate has been driven by our emphasis on integrity since the inception of the Company. Integrity is imperative throughout the organization—not only in the financial and accounting arena, but also in compliance with laws governing our employees, anti-trust and competitive practices. It also applies to our environmental track record as we work with regulators in a large number of states. WCN is committed to this value and continuously strives to have the systems in place to ensure the preservation of integrity. A strong internal and external audit program has been and will continue to be integral to the corporate philosophy. The WCN Statement of Values, created by a team of corporate, region and district employees, guides our daily and long-term decisions. Statement of Values Honoring our commitments provides our stakeholders peace of mind and establishes us as the premier solid waste services company in the markets we serve. This creates a safe and rewarding environment for our employees while protecting the health and welfare of the communities we serve, thereby increasing the value for our shareholders. Operating Values Safety. We strive to assure complete safety of our employees, our customers, and the public in all of our operations. Protection from accident or injury is paramount in all we do. Integrity. We define integrity as"saying what you will do and then doing it." We keep our promises to our customers, our employees and our stockholders. Do the right thing, at the right time, for the right reason. Customer Service. We provide our customers the best possible service in a courteous, effective manner, showing respect for those we are fortunate to serve. A Great Place to Work. We maintain a growth culture where our employees can maximize their potential personally and professionally. Our objective is to provide an environment where people enjoy what they do and take pride in their work. We wish to embody a work hard, play harder culture. To Be the Premier Solid Waste Services Company in the U.S. and Canada. We continue to provide superior returns, remain environmentally responsible, and continue to grow in a disciplined way, deploying resources intelligently and benefiting communities we live in. Response to RFP for privatization of County Operations—Mason County 6 Vision of the Future Our goal is to create an environment where self-directed, empowered employees strive to consistently fulfill our constituent commitments and seek to create positive impacts through interactions with customers, communities, and fellow employees, always relying on our Operating Values as the foundation for our existence. Local Autonomy and Economy of Scale We believe that decentralization provides a low-overhead, highly efficient operational structure that gives WCN a strategic competitive advantage. Local employees are empowered and supported to make decisions—resulting in responsive and timely service provided by people who know the community—from WCN's district and facility managers to the customer service representatives answering the phone. They are backed by WCN's financial management, accounting, information systems, environmental compliance, risk management, and certain personnel functions, which are centralized and shared among locations to improve productivity, lower operating costs and control certain assets. While district management operates with a high degree of autonomy, the Company's regional and senior officers monitor district operations and require adherence to accounting, purchasing, marketing, and internal control policies, particularly with respect to financial matters. Financial Stability WCN has been in business in the State of Washington since 1997. WCN is the third largest solid waste company in North America, with annual revenues projected to be$4.5 billion in 2017 and an enterprise value of$21 billion dollars. WCN has an investment grade rating by Fitch and Standard & Poor's. Safety WCN's company culture is a major contributor to our success—and safety is a key component of that culture: it's our#1 Operating Value. At WCN, we believe safety is not a department. Rather, safety is the responsibility of each and every employee; it is engrained in our culture 24/7. In fact, we have the best safety record in the solid waste industry. The safety of our employees, customers, and communities comes before anything else, period! It is WCN's policy to conduct all operations in a safe and healthful manner. The safety and health of every employee is a fundamental consideration in every business decision, and all reasonable precautions will be taken to protect employees from injury and illness. We obsessively strive for zero incidents and to prevent the occurrence of all work-related injuries, illnesses, and property losses. It is our philosophy that, by tirelessly striving to eliminate unsafe conditions and actions, we will achieve this goal. All applicable safety regulations, codes, and accepted work practices will be trained upon and followed. Each employee will be informed of any hazards associated with his or her job and trained in safe work procedures, the use of personal protective equipment, and other means intended to provide required protection. Training is conducted upon hire of every new employee, prior to an employee being placed in a new position, prior to conducting different work from that to which they are accustomed, and monthly on required topics and as needed. WCN's safety program includes accident and injury improvement, safety meetings, safety committee meetings, driver/operator management, reporting and safety assessments, route and work observations, spill response, regulatory training including lock-out/tag-out training, fire prevention training, medical and first aid training, heat and cold stress, accident prevention, defensive driving SMITH system training, PPE training, blood-borne pathogen training, etc. Response to RFP for privatization of County Operations—Mason County 7 In addition, all prospective WCN employees are subject to pre-employment, nine-panel drug testing, which includes screening for pain medications. Today, these drugs are widely abused and are not detected in the current U.S. Department of Transportation five-panel testing program. Throughout employment, all personnel in safety-sensitive positions are subject to Waste Connections' nine-panel random drug testing program. Additionally, U.S. Department of Transportation (DOT)-regulated employees are subject to the DOT's random drug testing program. The WCN Team Senior Vice President of Engineering and Disposal -Jim Little Mr. Little has been Senior Vice President, Engineering and Disposal of WCN since February 2009. From September 1999 to that date, Mr. Little served as Vice President, Engineering. Prior to joining the company, Mr. Little gained extensive experience in transfer station and landfill management and engineering. From November 1996 to October 1999, Mr. Little served as Regional Landfill Manager for Waste Management, Inc. From April 1986 to November 1996, Mr. Little held several managerial and technical positions in the solid waste and environmental industry. Vice President of Disposal Operations-Scott Schreiber Mr. Schreiber has been WCN's Vice President of Disposal Operations since February 2009. Prior to then, Mr. Schreiber served as Director of Landfill Operations since October 1998. Prior to joining the company, Mr. Schreiber gained extensive experience in transfer station and landfill management. From September 1993 to September 1998, Mr. Schreiber served as Director of Landfill Development and Director of Environmental Compliance for Allied Waste Industries. From August 1988 to September 1993, Mr. Schreiber served has Regional Engineer and Director of Landfill Development for Laidlaw Waste Systems. From June 1979 to August 1988, Mr. Schreiber held several managerial and technical positions in the solid waste and environmental industry. Vice President of Governmental Affairs - Eddie Westmoreland Mr. Westmoreland's background in large-scale program and contract management and understanding of the Pacific Northwest solid waste market make him ideally suited to help the County identify options that will best meet its needs. His career in the solid waste management industry began in 1978. With WCN since 2000, Eddie's responsibilities include municipal contracting and overall management of governmental relations. He has held several senior management positions with WCWI, Allied Waste Industries, Inc., and Rabanco Companies in the State of Washington. Eddie has extensive experience with solid waste collection operations, transfer station operations, landfill contracts, and asset management throughout Washington, Oregon, Alaska and British Columbia. Vice President of Rainier Division -Matt O'Connell During the course of the contract, Matt O'Connell will offer support to District Manager, Tom Rupert, to satisfy expectations for services under the contract. Matt will offer his expertise as a resource and act as a sounding board for the District Manager to help ensure that the County's goals are met for solid waste operations. Mr. O'Connell has worked in the solid waste industry since 1991, when he started as a yard boy at Vancouver Sanitary Service (now Waste Connections of Vancouver) in Washington. He progressed to driving all types of solid waste equipment and was promoted into management as a Route Supervisor for Waste Management of Oregon, Inc. in 1998. As Operations Manager at WCN's Murrey's Disposal in Fife, Washington, Matt oversaw the successful rollout for the commingled recycling services in 2004, involving nearly 72,000 customers. He went on to become Site Manager and in January 2012—Division Vice President for all Alaska sites. Matt is happy to have moved back to his native Washington as the Division Vice President in charge of all WCN's Northern Washington locations. As DVP, he serves as a link Response to RFP for privatization of County Operations—Mason County 8 between the various districts, providing access to capital resources and managing contracts throughout Northern Washington. District Manager of Mason County Garbage Co. Inc. -Tom Rupert Tom will ensure that the team has the financial, staffing, and equipment resources needed to support the customers in the County. Tom will work directly with the site manager to ensure the District and County's goals for customer service, efficient and safe collection, and recycling goals are achieved. Tom has 17 years of experience in solid waste contract management, including collection and disposal of garbage and collection, processing, and marketing of recyclables. Tom started in the industry in accounting with Allied Waste in the South King County Markets. He moved into operations as an Operations Supervisor in 2006 and was promoted to Operations Manager in 2007. In 2009 he joined LeMay as a site manager in Centralia over seeing the Lewis County Market and started to oversee the Grays Harbor Market in 2011. Tom is currently responsible for the administration of 17 city contracts in Grays, Mason, and Lewis Counties. Site Manager of Mason County Garbage Co. Inc. —Chad White Chad White will provide guidance for the entire team at Mason County Garbage. Chad will keep the District Manager Tom Rupert informed on a day to day basis of the status of all transfer stations operations, drivers, customer issues, safety issues, vehicle and equipment needs and any other issues that need to be reported. He will manage safety and compliance programs, staffing, route planning, budgeting, and customer service. Additionally he will provide coaching, general instruction, and safety instructions. Chad has worked for Mason County Garbage since June 2003, when he was hired as a residential rear load driver. After about a year he moved into the commercial rear load route. After a little over four years in that route he moved into a residential automated recycle route. Chad operated this route for about two years and then took on the responsibility of Route Supervisor. He performed this role for about a year before he was promoted to Operations Supervisor which includes dispatching for all routes, managing routes and scheduling, working with office staff and maintenance staff, and being responsible for safety meetings and managing the Drive Cam program. Chad was promoted to Site Manager in August 2018. Chad enjoys spending time with his wife and two boys and spending time in the outdoors. Western Region Engineer—Kelly Kincella As permitting and environmental compliance specialist, Kelly will work with the contract manager to stay abreast of any anticipated permitting activities required for our new facility. She will confirm regulatory compliance and permitting documents are completed thoroughly and effectively to facilitate timely permit acquisition. Kelly is a Civil Engineer in the Western Region of Waste Connections and registered as a Professional Engineer in Washington State. She specializes in management of construction projects related to the solid waste industry and environmental compliance. She started her career with Waste Connections in 2011 and has gained experience with permitting construction projects and environmental compliance in the eight most western states throughout that time. Prior to working for Waste Connections, Kelly was an Engineer in Training (EIT)for Terra Graphics Environmental Engineering where she assisted in data gathering, drafting, and design of infrastructure for mine remediation projects funded by the State of Idaho. Areas of Expertise ■ Solid Waste Landfill Design ■ Stormwater Treatment • Project Management Response to RFP for privatization of County Operations—Mason County 9 • Civil Engineering ♦� ■ Environmental Engineering ■ Wastewater Engineering 2. Management of Similarly Situated Disposal Facilities Similar Transfer stations WCN owns and operates numerous transfer stations in the Northwest region. Local stations would be at Grays Harbor County, Clark County, and Spokane County. Grays Harbor: Operation of transfer station, transportation, and disposal. Clark County:Waste Connections(WCN) has provided transportation and disposal services to Clark County since 1991. They own and operate through a contract with the County three transfer stations and one materials recovery facility(MRF). Spokane County: Two county transfer stations, which includes operation, maintenance, transport, and disposal services. 3. Disposal Tonnage from Mason County As long as the Company is operating the Eells Hill Transfer Station, the County(i)shall, at all times, include the requirement in the Solid Waste Management Plan that all Acceptable Waste in the County be delivered to the Eells Hill Transfer Station, (ii)shall, to the maximum extent allowed by law, continue to direct to the Company all Solid Waste generated by residential, commercial, industrial, and institutional generators in the County and (iii)shall not enter into any new contract for any solid waste or recycling services within the County with any entity other than the Company provided the Company is willing to provide such service. The County shall use reasonable efforts to cooperate with the Company and to respond to the Company's reasonable requests for information and assistance consistent with the provisions of this Agreement. The Company shall have a private right of action to enforce the provisions of the Solid Waste Management Plan. During the term of this Agreement, as it may be extended, as long as the Company is operating the Eells Hill Transfer Station, the Company and its Affiliates shall, to the extent allowed by law, deliver all Acceptable Waste they collect from residential, commercial, industrial, and institutional generators in the County to the Eells Hill Transfer Station for handling and disposal except for Solid Waste that is Construction, Demolition and Land Clearing Debris, Special Waste, or waste collected in a drop box or container that is not capable of being processed at, or is normally not delivered to, a local transfer station for handling, transfer and disposal. 4. WCN Disposal Opportunities Wasco County Landfill In 1999,WCN acquired the Wasco County Landfill (WCL). WCL is a Subtitle D Regional Landfill located about five miles southeast of The Dalles, Oregon, near the intersection of Interstate 84 and U.S. Route 197. The junction of these highways forms a major connection point for regional commercial truck transportation,with potential for rail development at two nearby sites. The landfill is inconspicuously situated amid high rolling hills in an arid region of dry farming and orchards, with a view of the Columbia River, The Dalles Dam, Mount Hood, and Mount Adams. Rainfall in the vicinity averages between 10 and 14 inches a year. Current and proposed landfill operations are not Response to RFP for privatization of County Operations—Mason County 10 visible from surrounding properties. Farming activities around the landfill have remained unaffected by its presence, and WCL maintains a longtime tradition of cooperation with its neighbors to ensure that this history of compatibility continues. WCL will have a landfill gas collection system in place by 2020. c. r .Z Key information about WCL includes the following: ■ Subtitle D Regional Landfill: Accepts MSW, Special Waste, Asbestos, C&D, Liquids for Solidification ■ Remaining Capacity: 30,586,500 cy ■ Annual tons per year: 600,000 tons per year or 2,300 tons per day(open 5 days/week) ■ Permitted landfill footprint: 175 acres ■ Total property: 335 acres ■ 12 employees (Operators, Laborers, Office Staff, Mechanic) Address: 2550 Steele Road, The Dalles, OR 97058 http://wascocountylandfill.com Finley Buttes Regional Landfill Finley Buttes Regional Landfill (FBRL) is unique in the region, as it can accept materials using many different modes of transportation, including rail, barge, or truck. The Finley Buttes Landfill consists of 1,800 acres of property, of which 498 acres are LF* currently permitted for landfill operation. The landfill has a currently approved design capacity of over 80 million tons. It currently averages 2,500 tons per Response to RFP for privatization of County Operations—Mason County 11 day in daily gate receipts. The landfill received 706,212 tons of waste during 2013. At this rate of fill, it will have a site life in excess of 100 years. The landfill has an operating staff of 11 employees and an operating fleet composed of two heavy compactors, two heavy bulldozers, one wheeled scraper, one water truck, one grader, and two wheel loaders. WCN acquired the landfill in March 1999. WCN's Finley Buttes Regional Landfill has operated a landfill gas-to-energy facility since December 2007. It helps meet Renewable Portfolio Standard (RPS) requirements for renewable energy and EPA's new Source Performance Standards (NSPS)for greenhouse gas reductions. Energy from the facility is transmitted to PacifiCorp's Troutdale, Oregon, substation where it is distributed to PacifiCorp customers. Use of the landfill gas to co-generate both electricity as well as heat for to Cascade Specialties, Inc.'s adjacent onion drying plant results in energy conversion efficiencies that exceed 70 percent. ■ Subtitle D Regional Landfill: Accepts MSW, Special Waste,Asbestos, C&D, Liquids for Solidification and Liquids for Beneficial Use ■ Remaining Capacity: 143,066,000 ■ Annual tons per year: 700,000 tons per year or 2,700 tons per day(open 5 days/week) ■ Permitted landfill footprint: 500 acres ■ Total property: 1,800 acres ■ 13 employees (Operators, Laborers, , . ` r►d Office Staff, Mechanic) y+� ■ Landfill Gas-to-Energy nh 19 Plant ti �> • _ ■ 3 CAT engines �L r ■ Vertical and horizontal = — gas wells ■ 27,000,000 kilowatt-hours of energy(enough to power 3,000 homes) ■ Transfers 210,000 therms per year of heat to Cascade Specialties, an onion-drying facility next door. As a result of this agreement, Cascade Specialties has reduced their annual natural gas usage by 20%-30%. Address: 73221 Bombing Range Road, Boardman, OR 97818 www.FinleyButtesLandfill.com Response to RFP for privatization of County Operations—Mason County 12 WASTE CONNECTIONS (connect with the Future- 4. A. Tip Fee Schedule Rate/Ton (With Hoodsport/Union Transfer Sites) 2019 2020 2021 2022 2023+ 9.9% 10.0% 10.0% 10.0% +CP I Solid Waste(Per Ton) $109.00 $119.90 $131.89 $145.08 Minimum Fee $19.00 $20.90 $22.99 $25.29 Rate/Ton (Without Hoodsport/Union Transfer Sites) 2019 2020 2021 2022 2023+ 9.9% 10.0% 10.0% 10.0% +CP I Solid Waste(Per Ton) $106.00 $116.60 $128.26 $141.09 Minimum Fee $19.00 $20.90 $22.99 $25.29 'Rates above are subject to 3.6% Refuse Tax "CPI Adjusted based on Water and Sewer and Trash Collection Services Index (CUSROOOOSEHG) Response to RFP for privatization of County Operations—Mason County 13 5. Significant Contract Terms 5. A. Facilities WCN proposes to: ■ Design and build new transfer station building before 2025. The new transfer station will have a forty year capacity and the capability of handling and processing two hundred tons per day. Transfer station will be a fully enclosed metal building with a single tipping floor. The public and commercial self-haul disposal area will be separated from commercial solid waste collection and transfer vehicles areas. The self-haul customers will have access to the Blue Box recycling, E Waste, and HHW facilities before or after disposal. There will be a separate entrance for self-haul to access the toll booth and scales before dumping their waste. Waste collection and transfer trucks will use a separate designated entrance and scales before using the transfer station. There will be no intermingling of self-haul or collection vehicles thus improving safety and efficiency. For efficiency and operational control the locations for receiving yard waste, metal, tires, white goods,freezers and refrigerators will be located in new transfer station areas. • The current commercial building and tip floor will be used internally for transfer of yard waste, recyclables, and back up for new transfer station. Further it would provide a staging area and use in lieu of any future disaster planning for Mason County. ■ After completion of new Eells Hill transfer station, a new facility would be constructed at Sandhill transfer station with improvements to tip wall, metal recycling container off tip wall, along with oil and antifreeze storage with secondary containment for environmental protection. Two new scales and tippers would be installed along with a compactor for loose and bagged solid waste. Forty yard containers would still be used to accommodate metal recycling, furniture, white goods, and other oversize items. ■ Upon completion of construction at Sandhill, Hoodsport and Union would also be replaced with new facilities including oil and antifreeze storage with secondary containment for environmental protection. ■ Alternative#1:WCN recommends the closing of Hoodsport and Union stations on January 1, 2021. Mason County Garbage Co. Inc. provides all services to these areas. Maintenance will be provided at these two stations until closure. ■ Alternative#2: Open Sandhill transfer Friday thru Monday to accommodate large population of summer and weekend residents. Provide HHW collection one weekend day per month. 5. B. Household Hazardous waste WCN proposes to: ■ Relocate HHW facility to public access area at new transfer station area. Design and build a facility that provides adequate and safe collection of HHW materials. Contract out collection and processing while providing minimal or no onsite storage. Mobile collection service could also provide HHW collection at Sandhill transfer station. (Collection days and times to be determined.)Tip fees would fund facility, operation, and processing costs. Will continue to collect materials currently accepted by County. Response to RFP for privatization of County Operations—Mason County 15 5. C. Blue Box recycling WCN proposes to: ■ Encourage County use of LSWFA funding to provide recycling at all transfer stations until end of current contract in August 2020. Due to the volatility of markets and difficulty marketing of some current acceptable materials,WCN would recommend a negotiation of the current contract and materials accepted. 5. D. Financial plan, rates, and county operating revenue WCN proposes to: ■ Provide funding for operations, construction, maintenance, and HHW costs at Eells Hill and rural transfer stations. ■ Create residential rates for Eells Hill and rural transfer stations with Mason County. ■ Provide revenue to Mason County to fulfill their disposal contract obligations for Republic Services (RDC)thru August 2020. ■ Encourage County use of LSWFA funding to provide recycling at all transfer stations until end of current contract in August 2020. Due to the volatility of markets and difficulty marketing of some current acceptable materials,WCN would recommend a negotiation of the current contract and materials accepted. ■ At Eells Hill transfer station we would encourage a minimum scale charge for solid waste or recycling. ■ At Eells Hill transfer station we would encourage a tarping fee with a tarp and bungees provided for each untarped load. ■ $1.50 per ton would be allocated to the Environmental Health Specialist position for enforcement and permitting activities. ■ $6.50 per ton would be allocated for rent, funding a County Solid Waste Manager, and partial funding of County Utility Deputy Director expense to manage contracts and public outreach. ■ Eliminate HHW funding to Kitsap County by providing monthly HHW collection at Sandhill transfer station. 5. E. Staffing and employees Commitment to Existing Landfill Personnel WCN is committed to interviewing and hiring all existing qualified transfer station personnel that meet our customary company hiring requirements for all open positions required to maintain the day-to-day operations at the Eells Hill and rural transfer stations. WCN is committed to paying employees competitive wages and salaries, providing medical and retirement benefits, and providing promotional opportunities to qualified employees as part of our course of doing business. WCN will agree to hire existing qualified personnel barring that they withdraw from their operating union. WCN does not anticipate additional staff for operations. 5. F. Timeline for operations to commence WCN is prepared to begin operations on July 1, 2019. No additional property is expected for the term of this agreement. Response to RFP for privatization of County Operations—Mason County 16 Prior to construction of new Eells Hill transfer station building, County will provide sufficient water flow to provide fire hydrant protection for buildings and site improvements. Identify and indemnity conditions to resolve before accepting responsibilities of operations, facilities, and grounds. Old structures, buildings, and walls to be removed. Demolition costs to be negotiated between County and WCN. 5. G. Alternatives ■ Alternative#1:WCN recommends the closing of Hoodsport and Union stations on January 1, 2021. Mason County Garbage Co. Inc. provides all services to these areas. Maintenance will be provided at these two stations until closure. • Alternative#2: Open Sandhill transfer Friday thru Monday to accommodate large population of summer and weekend residents. Provide HHW collection one weekend day per month 5. H. Environmental Compliance WCN's number one operating value is safety. Beneath the umbrella of this value is full adherence and compliance with federal, state, and local environmental rules, regulations, permits, and approved plans of operation (including environmental compliance and monitoring programs). WCN achieves this objective with both in-house and third-party engineers and environmental specialists, and training of frontline operations personnel.Waste Connections Landfill and transfer station managers and supervisors often come from an engineering and environmental compliance background. Our Western Region office in Vancouver, Washington, includes an in-house engineering team consisting of State of Washington licensed professional civil and environmental engineers. In addition, WCN utilizes the expertise of independent, third-party engineering and environmental consultants in the development and implementation of environmental compliance and monitoring programs. Primary focus areas with respect to environmental compliance shall include (but not be limited to)the following: ■ Plan of Operation, County operations action plans ■ Solid waste handling operating permit • Storm Water Pollution Prevention Program and Permits, such as ISGP and CSGP (if applicable)and any AKART requirements ■ Leachate management and discharge requirements and limitations ■ Vector, dust, and litter control programs ■ SPCC plans ■ Waste screening and industrial waste/special waste approval process ■ Facility inspections and random load inspections ■ Mason County Solid Waste Management Plan As indicated, WCN utilizes both internal and external expertise to assure full compliance with environmental compliance programs. This team is also fully capable of proposing modifications to existing environmental compliance programs, if warranted to enhance environmental protection and if acceptable to applicable regulatory agencies including the County. Our internal engineering staff also includes a team of industrial and special waste analysts that approve and/or deny acceptance of such waste streams to assure compliance with permitted waste acceptance requirements. WCN owns and operates the Subtitle-D LRI Landfill in Pierce County and is, therefore, intimately familiar with applicable WAC Response to RFP for privatization of County Operations—Mason County 17 WASTE CONNECTIONS Connrtt with thr Future- requirements and the regulatory community, as well as the challenges of transfer station operations in a wet weather climate such as that in Mason County. Response to RFP for privatization of County Operations—Mason County 18 WASTE CONNECTIONS Connect with the Future- Appendix A—Reference Letters The following are WCN references for transfer station operations. Grays Harbor/Aberdeen: Mark Cox Grays Harbor County PO Box 511 Montesano,WA 98563-0511 mcox(cDco.grays-harbor.wa.us Spokane County: Deb Geiger Spokane County Regional Solid Waste Manager 509-477-7281 Clark County: Travis Dutton Clark County Solid Waste Program Manager PO Box 9825 Vancouver, WA. 98666-8825 564-397-8000 Response to RFP for privatization of County Operations—Mason County 19 WASTE CONNECTIONS Connect with the Future- Letter of Recommendation 1/16/2018 To whom it may concern: It gives me great pleasure to write this letter of recommendation for LeMay,Inc.of Grays Harbor and Waste Connections,Inc. I have worked side-by-side with the Lemay Company for over 21 years as an employee of Grays Harbor County. During my time as the Solid Waste Manager for Grays Harbor County I've had the opportunity to work with LeMay's on cleanup projects,disaster relief projects,landfill management projects,recycling projects,and resolved countless customer service issues. The professionalism and responsiveness of LeMay has always been second to none and I consider them to be a top tier solid waste disposal company. Since Lemay's acquisition by Waste Connections,Inc.,I have continued to see the same quality of work and a willingness to work with my employer. The waste Connections staff has been pleasure to work with at every level and I am pleased to offer my personal recommendation. Whatever the challenge or job I am confident the Waste Connections,Inc.and LeMay,Inc.is up to the task. Sincerely, U,JJ A— Mark Cox Community Development Director Grays Harbor County Response to RFP for privatization of County Operations—Mason County 20 WASTE CONNECTIONS Connect with the Future- March 5,2018 1 � Spokane County Environmental Services Department Kevin R.Cooke.P.E..Director March 5,2018 Mason County Solid Waste Management PO Box 787 81 WilburWa Shelton,WsA 98y584 To Mason County Solid Waste Management: Spokane County contracted with Waste Connections on November 17,2014 for the operations and maintenance of our two county transfer stations. As Regional Solid Waste Manager for Spokane County, I oversee the transfer stations contract which includes operation,maintenance,transport,and disposal services. Spokane County Is pleased with the performance Waste Connections has put forth In all work performed to date. The initial scope of work Included a transition period that was performed seamlessly. The facilities and sites are consistently kept in excellent condition We have an exceptional working relationship with management and staff,as they prove to be easily accessible and responsive to the County's needs. The staff are efficient,professional,and Personable,which Is an Important part of the exemplary customer service. If you are looking for a knowledgeable and customer oriented team to operate and maintain your facilities,I would recommend Waste Connections. Please feel free to contact me with any questions. Sincerely, Dob Geiger Spokane County Regional Solid Waste Manager 509-477-7283 1026 West Broadway Avenue.4th Floor•Spokane.WA 99260 0430 Phone (509)477 3604 . Fax: (509)477-4715 • TDD (509)477-7133 Response to RFP for privatization of County Operations—Mason County 21 ® WASTE CONNECTIONS r Connect with the Future' CLARK COUNTY WAST iINGTON -liark.wa.gfav PUBLIC HEALTH 1601 F Fn...11.Plan Hw<l.HI.18 I PO Bua 9tl21 Vane ou...r.WA 9R666-RB7S 561.397.B000 To whom It may concern: 1 am writing this letter of reference for Mason County Garbage and Recycling(Waste Connections)In order to aid In the selection p—an f r Mason Cnunty's Request for Proposals for the operation and maintenance of Mason County Solid Waste Facilities. Wast'Connoctlons(WC)has provided transportation and disposal services to Clark County since 1991. They own and operate thmugh a contract with the County three transfer stations and one materials recovery facility(MRF)to serve all waste and a majority of the recycling needs In the County.They have consistently met the requirements of our contracts and their solid waste handling Permit through the local health department.WC has been a roap'rtsivn and collaborative partner In meeting the demands of the public and addressing the changing nature of waste and recycling.Some examples of how WC has accomplished the above Include: Operating a local customer service operation center to rapidly and effectively respond to the public. Cooperating with the County to establish and maintain recycling programs,such as block foam and palnt stewardship at the local transfer stations. Collaborating with theCounty to research and Implement waste diversion tactics. Maintaining an open and collaborative relationship through regular meetings and phone calls with the County to problem solve solutions and address concerns from the public. . Supporting the community they serve by assisting,sponsoring,and participating in local events and activitl as' . Working closely with the County to address recent contamination restrictions and modifying the operation of the sort line at the MRF to successfully continue to market program materials and avoid the lancMIling of collected recyclables. . Providing contractually required outreach and education programs to schools,businesses,and residents In cotiaboratlon with county staff. I would be glad to discuss any of the details mentioned above or answer any additional questions you may have regarding our long-standing partnership with Waste Connections.Pl a do not hesitate to contact me of 564-307-8103. Sincerely, Travis Dui -- Clark County solid Wasts Program inaNr For olh.r framab.conucc Voice 56..397.2322 A.I.y 711 or 80e.633.6388 rh.Clark Camty ADA O(Rc. V.. 564 397.6165 011-0 AOA®<lark.wa.aov Response to RFP for privatization of County Operations—Mason County 22 • MASON COUNTY GARBAGEECYCLIHG A # P.O. Box 787 • 81 East Wilburs Way Shelton,Washington 98584-0787 (360)426-8729 • FAX(360)427-0319 Belfair(360)275-4590 www.masoncountygarbage.com January 8, 19 Bart Stepp,PE 100 Public Works Dr. Shelton,WA.98584 Dear Mr. Stepp, I have submitted our answers to the nine questions that you requested concerning our RFP for providing contract operations and maintenance of the Mason County solid waste facilities by email. Thank you for the opportunity to provide clarification to your questions. Sincerel , V9 Chad White Site Manager A0% WASHINGTON WRRAREFUSE& RECYCLING ASSOCIATION ®rmiaa nxy�ka P, AUw WASTE CONNECTIONS PRIVATIZATION PROPOSAL QUESTIONS—12/19/18 1. WCN recommends a negotiation of the current accepted recycle materials.Which materials would WCN like to discontinue or change as part of the Blue Box recycling system? WCN Response: We expect that shredded paper and mixed plastics numbers 3-7 will be difficult to market and could potentially be eliminated as acceptable material by local Material Recovery Facilities in the future. Currently waste paper is experiencing marketability problems; however there appears to be domestic mills being built to accept this material. 2. The Sandhill drop box station is currently open Tuesday—Saturday.Your proposal includes improvements to the Sandhill Station but then your alternative#2 offers an alternative of having that station open only Friday—Monday instead of Tuesday—Saturday like it is currently. Does that mean WCN would have the Sandhill station open 7 days a week or just Friday—Monday? WCN Response: Proposal would continue current hours and days.Alternative#2 would change the Sandhill Station operating days to Friday—Monday,open four days a week.This would not affect plans for improvements, however we believe that the four days a week schedule would provide greater opportunity for North Mason users. 3. WCN identifies two landfills (Wasco County and Finley Buttes)that would be used for Mason County Garbage.Which landfill would be the primary landfill for Mason County solid waste and how would the waste be transported to that facility? WCN Response: The volume will be trucked to the primary landfill, Wasco County Landfill. If any issues arise to transport the material to Wasco County we have the ability to move the volume by rail to Finley Buttes Landfill in Oregon. 4. WCN's proposal includes the statement, "The Company shall have a private right of action to enforce the provisions of the Solid Waste Management Plan."The County itself does not have the ability to enforce anything from the Solid Waste Management Plan unless sections of the Plan are adopted into County Code. Could WCN please explain further what they mean by this statement and maybe give an example of how they could enforce a private right of action based on the Solid Waste Management Plan? WCN Response: A private right of action would request the County as the lead agency responsible to enforce solid waste laws and ordinances as mandated by the State of Washington. As the company has projected revenue for transfer station operations and capitol improvements any reduction in tonnage received would impact our contract obligations. Examples would be illegal haulers transporting solid waste out of county and illegal solid waste transfer stations.This would provide protection to the County solid waste manager fees, health department fees, lease payments and the company's operation of transfer stations and capitol improvements. S. C&D(Construction and Debris) material is currently accepted at Eells Hill. WCN proposes to not accept C&D at Eells Hill. If C&D is not accepted at Eells Hill,what alternative would WCN provide for acceptance of C&D? WCN Response: We did not separate C&D from MSW.We would continue to accept as MSW as is the County's current practice,although we would make every effort to encourage self haulers to separate the materials for metal and wood recycling and staff would attempt to separate materials on the tip floor for recycling. 6. WCN's proposal for HHW is to contract out the collection and processing of HHW, eliminate HHW service by Kitsap County, and provide mobile collection service 1 day a month at Belfair. What days and hours would HHW collection be open at the Eells Hill Transfer Station? WCN Response: We would continue current HHW days and hours at Eells Hill Transfer Station 7. Your financial plan calls for a minimum charge for recycling. Currently recycling is paid for by MSW tip fees and LSWFA funding. If the County prefers to continue to pay for recycling through MSW tip fees, how would that change the WCN tip fee schedule in Section 4? WCN Response: Based on current hauling costs and material values, we would estimate to have a $3- $4/ton tip fee increase to offset costs, minus revenue from a minimum scale charge for recycling only, and minus revenue from any grant funding. Depends on alternative proposal to close Hoodsport and Union transfer stations. 8. Ecology has stated that future LSWFA funding for recycling will be dependent on verification that recyclable materials are actually being re-used. Given the current recycling market,what recyclable materials does WCN think will be able to meet that criteria over the next five years? WCN Response: Currently all recycling materials are not being disposed as solid waste.As stated in question#1, shredded paper and mixed plastics numbers 3-7 are problematic in the near future. We believe that all other current accepted materials are marketable although values of the materials may impact the cost structure. 9. What is the approximate dollars per ton cost in your tip fee schedule associated with paying for the capital improvements identified in your proposal? WCN Response: $9.42 per ton Solid Waste Facilities MASON COUNTY PUBLIC WORKS , WASHINGTON ��G wog Operations and Maintenance of Solid Waste Facilities' Plan Ready to Roll - Day One November 8, 2018 at 4:00 p.m. Submitted by Waste Management of Washington, Inc. 7204 1h Avenue, Suite 400 Kirkland, WA 98033 Nick Harbert, Senior Project Manager wharbertem-n.com 1 425-471-1050 WASTE MANAGEMENT LETTER OF INTEREST November 8, 2018 Mason County Public Works Attention: Bart Stepp 100 W. Public Works Drive Shelton, WA 98584 Dear Mr. Stepp: Waste Management of Washington, Inc. (WM) takes great pride in submitting our response to Mason County's Request for Proposal for the Operations and Maintenance of Its Solid Waste Facilities. We offer a cost-effective solution, environmentally superior management and unsurpassed qualifications. As the nation's most innovative environmental solutions provider, Waste Management provides the best overall value and long-term flexibility for the County. We minimize carbon footprint of operations and produce clean renewable energy for the Puget Sound Region, provide transportation flexibility through multiple rail carriers and routes, and deliver disposal redundancy with a state-of-the art Subtitle D landfill. Waste Management has reviewed the County's requirements. Our baseline service proposal includes the construction of a new transfer station and remodeled household hazardous waste receiving facility that will handle the County's volume for at least 40 years based on the projections provided in the RFP document. We would also operate the transfer station, household hazardous facility and the three remote drop box and recycle centers. While we provided a general description of the new transfer station in our response, there are many unknown details that will impact the final design and cost of the building. Once the specific specifications for the new transfer station are provided by Mason County, we must then obtain final approval from our corporate board prior to proceed with construction. We confirm that our proposal is a valid for one hundred eighty (180) days from the proposal date, subject to the construction caveat above and the successful negotiation of a mutually agreeable contract. We acknowledge receipt of the following Addenda: • Addendum #1, dated December 29, 2017 • Addendum #2, dated January 5, 2018 • Addendum #3, dated January 22, 2018 • Addendum #4, dated February 9, 2018 We adhere to high safety and environmental standards. Waste Management and our team of firms have an exceptional history of providing safe and efficient solid waste management services. On behalf of our employees and team, thank you for the opportunity to submit this proposal. We look forward to working with the County. Sincerely, Jason Rose, President W ' TABLE OF CONTENTS Letterof Interest........................................................................................................................................i Section 1. Baseline Service Proposal......................................................................................................1 LocalServices.......................................................................................................................................18 Senior Leadership Team and Key Personnel....................................................................................19 Section2. References..............................................................................................................................21 W ii WNW SECTION 1 . BASELINE SERVICE PROPOSAL 1. The solid waste tonnage the County receives is close to the capacity of the existing transfer station. If the County selects a contract operator they would be required to construct a new transfer station facility (or modify the existing facility) during the contract period at Eells Hill. This facility would need to be completed by 2025 and have a 40-year capacity. Please describe the size and components of the new transfer station the proposer would build based on the information provided to them as well as any site visits. Improvements would include Household Hazardous Waste (HHW)facilities. All improvements completed on County Property would be owned by the County once they are completed. Do not provide engineering or architectural drawings as part of the proposal. Waste Management (WM) proposes to construct a new Eells Hill Transfer Station that would double the size of the existing structure to include 6 tipping floor bays and two loading bay tunnels for intermodal containers on trailers. The increased size of the transfer station is based on the anticipated population and volume growth listed in the 2017 Mason County Comprehensive Solid Waste Management Plan; and would easily provide waste management capacity for Mason County for the next 40 years. Eells Hill Transfer Station Description The new facility would consist of a 5,280-square foot (120 feet x 64 feet) concrete tipping floor with 6 bays allowing six commercial and private vehicles to dump their waste; and will minimizing queuing and wait times for these customers. To provide adequate vehicle movement, a 4,200-square foot (120 feet by 35 feet) concrete apron will be located outside the new facility to allow access to the six unloading bays. The new facility with the two loading bay tunnels, and the capacity to load two open top intermodal containers trailers simultaneously, will effectively manage the incoming waste, accommodate more customers and keep the waste material moving off the tipping floor when one trailer is full and needs to be replaced with an empty trailer. Operating equipment in the transfer station would include a rubber-tired loader that would push waste material into each trailer; and a rubber tracked excavator that would reposition material and compact material as necessary to maximize load weights. This type of operation has proven effective in managing incoming waste and minimizing damage to the containers or trailers. The excavator would move back and forth between the two containers; and could also load containers and trailers if the loader was not available. The new transfer station will be constructed next to the existing one which allows the existing operation to continue during construction. The tipping floor and loading bay tunnels will be covered by a 7,680 (120 feet by 64 feet) lighted and climate controlled clear-span metal building with 6 roll up doors for the incoming traffic unloading bays; and two roll up doors for the load out tunnels. The roll up doors are recommended to minimize odors outside the facility, allow vector control, can be closed during inclement weather, and closed when the facility is not in operation to prevent any unauthorized entry and vandalism. The Household Hazardous Waste (HHW) building will be remodeled to be approximately double in size to accommodate the anticipated population and volume growth. W.-- 1 Mason County Public Works Section Request for Proposal Contract Operations and Maintenance of Solid Waste Facilities November 8, 2018 We are budgeting $3.3 million dollars for this project which includes a new inbound and outbound scale, scale house/break room for the employees and the expanded 6 bay clear-span building at the Eells Hill Transfer Station. This cost could change based on modifications by Mason County, unforeseen geotechnical issues, construction phasing and increases in material cost that may occur prior to construction. Any increase in cost would be discussed and approved by Mason County as it occurs during construction. The cost to Mason County would then reflect these increases and impact the rate structure shown in the answer to Question #4. WM is not anticipating any capital improvements at the Rural Drop Box sites. The transfer station costs are based upon the following assumptions: 1. Existing soils at the proposed transfer station location will not require any additional foundations or geotechnical improvements. The preliminary engineer's estimate, as provided, assumed minimal additional geotechnical investigation; and the concrete foundation was assumed to be similar to the existing transfer station's foundation. This will need to be verified by a detailed design. 2. Storm water can be discharged directly to existing storm water infrastructure without additional surface water treatments or permitting. The preliminary engineer's estimate included collection and conveyance of storm water from the new facility to the onsite storm water system. 3. Wastewater can be discharged directly to existing infrastructure without additional treatment and permitting. 4. Any leachate produced will be discharged to the existing storage tank and hauled offsite, as needed by Mason County. 5. No permitting or site development approvals from local, state or federal authorities are included in the preliminary engineer's estimate. 6. Fire suppression may be required by the State Fire Marshall or local fire codes. The cost for this has not been included in the preliminary engineer's estimate. 7. The preliminary engineer's estimate may vary as the new transfer station is designed by a registered Professional Engineer; and bids are received for the construction. 8. The preliminary engineer's estimate did not include demolition of the existing transfer station. Landfill Customer Digitization Process Waste Management is helps customers go green. This includes enabling customers to access their disposal information online, eliminating the need for landfill scale house personnel to retrieve and copy paper ticket and manifest requests and mail to customers. At select landfills, WM has implemented Fastlane software, which optimizes the operations end-of-day process when drivers check-in by integrating our Onboard Computing System (OCS), digital driver signatures, and scanned copies of tickets and manifests, eliminating manual data entry and reducing errors. Fastlane supports disposal reconciliation efforts jointly with finance. Drivers no longer enter disposal information manually for Fastlane disposal facilities (eliminating keying errors). Operations Specialists no longer manually check entries due to the automated validations. Fast, accurate and easily accessible data, just another way WM provides innovative solutions for our customers. W.-- 2 Mason County Public Works Section Request for Proposal ' Contract Operations and Maintenance of Solid Waste Facilities November 8, 2018 2. The proposer should identify any other capital improvements at Eells Hill or other facilities they propose to complete within the life of a 25-year contract. The other capital improvements at the Eells Hill transfer station included in our price are: • The floor in the new transfer station will require resurfacing approximately 12 years after it is constructed. • All portable equipment is scheduled for replacement 13 years after the commencement of the contract. o One loader o One excavator o Two yard goats o One roll off truck o One forklift 3. A description of how the proposer would receive and dispose of HHW material. The CSWMP attached with the RFP identifies the HHW items the County currently accepts at the different facilities. The proposer will need to continue to accept those items. The proposer should identify any additional HHW materials they propose accepting that the County currently does not accept. Waste Management will protect human health and the environment, and we are focused on providing superior HHW services in conformance with contractual and regulatory requirements. These commitments are the keystone of what we do and are reflected in the services we provide to our customers. WM staff undergo annual industry and regulatory training, so we can anticipate changes that impact business. This includes 40-hour HAZWOPER certification and in-depth hazardous materials and safety training programs. We understand the chemicals, materials and products managed through HHW programs and we are proficient in Department of Transportation (DOT) and Environmental Protection Agency (USEPA) regulations. Over the years we have developed efficient HHW collection processes based upon feedback from residents and public agencies. We understand Mason County operates a HHW facility at the Eells Hill Transfer Station to collect moderate risk waste from households every Friday and Saturday (small quantity generator and business waste is not accepted). The Eells Hill site consists of an open-aired building over a concrete pad. Materials accepted include oil-based paints and stains, automotive products, fluorescent tubes and bulbs, flammable liquids like gasoline and solvents, household cleaners, aerosols, pesticides and herbicides, pool and spa supplies, antifreeze, small propane bottles, lithium and NiCad batteries and used motor oil. Mason County also has used motor oil and antifreeze collection containers at Belfair, Union and Hoodsport drop-off facilities. Auto and marine batteries are accepted at the four locations. We understand disposal of these materials is now contracted through Stericycle. W-- ; 3 Mason County Public Works Section Request for Proposal ' Contract Operations and Maintenance of Solid Waste Facilities November 8, 2018 Mason County has identified upgrades/repairs to support the HHW program (identified in the 2017 Mason County Comprehensive Solid Waste Plan). As part of program management, we will oversee upgrades and repairs to support the HHW program. We will also complete an alternatives evaluation looking at County HHW collected in Kitsap County, and make program expansion recommendations for additional HHW the County may wish to add to the program. WM will coordinate with County stakeholders to ensure information about HHW collection, disposal and product alternatives are provided to the public through traditional County communications methods, as well expanding to social media platforms such as Facebook and Twitter. Waste screening and acceptance WM will inspect incoming waste materials and segregate as necessary to be packaged for transport and disposal. WM technicians have the training and experience to screen loads quickly and efficiently. Every load will be screened to ensure all waste received meets the program acceptance criteria. Acceptable HHW materials WM will make every effort to ensure materials accepted are known and properly labeled. Wastes not in original containers will be accepted as"known" wastes provided they are labeled and identified by the resident. "Unknown" waste WM will inspect the load for anything that is not in its original container and/or is unlabeled. If the participant cannot identify the content of the container, the waste will be considered Unknown. Unknown wastes will be inspected by trained and experienced chemists for basic characteristics such as color and physical state, and any other material indications. If the waste cannot be identified the material will not be accepted. Screening for business waste WM wilt screen for potential business wastes. Indications of business waste include: 1) size/volume of the load, 2) company name on containers and/or vehicle, and 3) several of the same types of waste streams and containers. Unacceptable waste/waste rejection If the participant has unacceptable wastes, WM in consultation with the County will determine what actions to take. It may be too dangerous to put the waste back on the road due to the risk of accident or future discovery of abandoned waste. It is generally recommended the materials be accepted at the site. The recovery of the cost to handle and dispose of the waste can be decided later. Unloading and segregation Once the screening is complete, acceptable waste will be placed onto a cart for transfer to the sorting/handling tables for processing and packaging. All waste received will be segregated by the waste technician into one of these categories: acids, aerosols, antifreeze, bases, batteries, lamps, non- w 4 Mason County Public Works Section Request for Proposal ' Contract Operations and Maintenance of Solid Waste Facilities November 8, 2018 hazardous/non-regulated materials, oils, oxidizers, paints, pesticides, solvents/f[am mables reactive and unknown materials. Packaging for shipping the HHW collected After segregating the waste, the appropriate packaging method for each waste stream will be determined in accordance with volume, container size, type, and hazardous characteristics. When there are small quantities accumulated, smaller drum or container sizes are used in proportion to material to be packaged to minimize the shipping cost. All HHW will be packaged under the DOT packaging regulations under Title 40 CFR 262.30 and Title 49 CFR 173, and 178. These regulations ensure the packages meet minimum integrity standards for safe transportation. Bulking and consolidation WM will consolidate waste if the amount of waste accumulated is enough for bulk packaging and shipping. Bulking will be done in a designated bulking area. Typical waste streams that can be consolidated include 1) solvents and flammable liquids, 2) thinners, stains and varnishes, 3) automotive fluids, and 4) paints. Flammable liquids will be consolidated into steel drums with an appropriate grounding system. Once each collection drum is filled, it will be closed, and drum tracking numbers, labels and applicable markings will be attached. Paint disposal management We understand latex paint is no longer accepted at Eells Hill and customers are instructed to dry paint and dispose with normal solid waste collection. Other paints will be packaged into cubic yard boxes or drums for offsite disposal. The inner liners of paint cubic yard boxes will be fully intact with lids that are properly sealed and free of excessive corrosion for safety and spill prevention. Waste storage Full waste containers will be sealed, double checked for proper labels and markings and then removed from the packing area to the designated waste storage areas. All stored waste will be segregated under DOT regulations, 49 CFR 177.848 and with the site operations plans. Record keeping and invoicing WM will maintain records required by Federal, State and local laws, ordinances and regulations. Program reports WM will report to Mason County all data collected. These reports will contain the name and contact information of each participant, the total count of participants and amount of waste collected and processed by category. Please note: there is no HHW disposal expense in our cost proposal since we assumed the County would continue paying for it under their Stericycle contract. W ' 5 Mason County Public Works Section Request for Proposal Contract Operations and Maintenance of Solid Waste Facilities November 8, 2018 4. A financial plan identifying how the proposer would charge residents and businesses. The financial plan should provide a proposed tipping feel ton when the proposer takes over operations and explain how the proposer would adjust tipping fees after the initial year. The Contractor will pay all appropriate refuse taxes to the Washington Department of Revenue. The financial plan should identify how capital improvement costs would be built into the fee structure. The final tipping feel ton in the initial year in the contract may be different than the tipping fee in the proposal depending on the negotiations with the selected proposer. Waste Management's cost to build the new transfer station and operate the County's solid waste facilities on a per ton basis is shown below. The costs for all items except the "WM Construction 8 System Operations" were taken from the RFP. These costs could change before the commencement date in 2020 which would then affect the overall tipping fee charged to the County's residents and businesses. Our price includes appropriate taxes as of our submittal date. The cost of the new transfer station is depreciated using a 20-year life. Other capital items are depreciated over their anticipated operational lives. WW's depreciation policies are based on generally accepted accounting principles for publicly traded private sector companies. 2020 MSW Tipping Fee per ton: Pricing Elements: /Ton WM Construction 8 System Operations $ 48.60 County Health $ 1.50 Long Haul Contract $ 55.71 Recycle Drop Box Contract $ 1.81 Household Hazardous Waste $ 0.20 Total Tipping Fee $ 107.82 Our price, after the initial year, would be adjusted based on the increase in the All Urban Consumers for the Seattle-Tacoma, Washington, Standard Metropolitan Statistical Area (1982-1984 = 100), as published from time to time by the United States Department of Labor, Bureau of Labor Statistics. Other unforeseen cost increases such as new programs or services instituted by the County, or other unforeseen events, would also increase the tipping fee. 5. The County believes the existing properties owned by the County are sufficient in size to accommodate any necessary improvements needed to provide optimum levels of service to the County. If the proposer feels additional properties are needed then the size, general location, and purpose of these additional properties should be identified. We agree; Mason County's properties are sufficient in size for the solid waste handling facilities needed to manage the anticipated volumes over the life of the contract as shown in the 2017 Comprehensive Solid Waste Management Plan. W 6 Mason County Public Works Section Request for Proposal ' Contract Operations and Maintenance of Solid Waste Facilities November 8, 2018 6. The contract operator would pay the County rent for the properties and a franchise fee to operate within the County. These funds would pay for a Solid Waste Manager to manage contracts and public outreach, and an Environmental Health Specialist position for enforcement and permitting activities. The proposer should identify the rent and franchise fee they feel is appropriate over the course of the contract. This can be identified as a set amount, a percentage of tipping fees, or some other method the proposer feels is appropriate. Our pricing does not include rent or a franchise fee. This provides the County flexibility to recover their preferred amount as an addition to the tipping fee on a per ton basis. This is the best mechanism for steady funding to the County. And, because most of the surrounding counties with similar size population and volumes have higher tip fees, Mason County's rates can be raised without being priced out of the market. 7. In past years the County has paid for the blue box recycling program and HHW disposal through the Coordinated Prevention Grant (CPG)program. These funds were reduced in the 2015-2017 biennium and without a 2017 State Capital Budget the County is not including CPG dollars in the 2018 budget. Ecology is changing the name of this program to the Local Solid Waste Financial Assistance (LSWFA) Program. The proposal should describe how recycling and HHW programs will be paid for if LSWFA funds are not available in the future or insufficient to completely pay for these programs. It is expected the County would use any LSWFA funds it does receive to pay for recycling and HHW programs. LSWFA enforcement funds would also support the Environmental Health Specialist position. Our pricing does not include the cost of the blue box recycling or HHW disposal. Any amount the County needs to recoup from losing the LSWFA funds would be added to our price and built into the tipping fee on a per ton basis. As mentioned in our answer to Question 6, this is the best mechanism for consistent funding and the County's rate can increase while still being comfortably in the range of similar communities' tip fees. 8. Mason County does not have a flow control ordinance. The certificated hauler providing curbside service throughout the County takes the Municipal Solid Waste (MSW) they collect in the northern part of the County to the Kitsap County Transfer Station. This averages about 11%of the total MSW tonnage collected in the County. The certificated hauler takes solid waste from the rest of the County to the Eells Hill Transfer Station. There is also an unknown amount of self-haul MSW taken to neighboring counties. In your proposal please explain whether you support a flow control ordinance and the financial impacts on your proposal if a flow control ordinance is enacted. Flow controls are legal provisions that allow state and local governments to designate the places where municipal solid waste (MSW) is taken for processing, treatment, or disposal. Waste Management would support flow control in Mason County as it is a risk mitigation factor in ensuring the financial health of the waste shed and the long-term protection of human health and the environment. Mason County has the responsibility of this protection and a flow control ordinance is a strong foundation of these protections. Our pricing assumes Mason County enacts flow control. W 'w;` 7 Mason County Public Works Section Request for Proposal ' Contract Operations and Maintenance of Solid Waste Facilities November 8, 2018 9. Identify the level of staffing the proposer feels is appropriate for the solid waste facilities, before and after the improvements identified in Item 1 are completed. The proposal should also explain the opportunities existing County Solid Waste Staff would have in obtaining employment with the proposer if they take over operations. The County's staffing levels are appropriate for the activities and volumes of materials managed at the facilities. Our staffing levels are: • 1 - Solid Waste Manager • 4 - Operators • 4 - Site Attendants We also included 5% of the cost of Solid Waste Division Deputy Director in our price. Subject to meeting WM's hiring requirements, we would offer employment to existing Mason County employees in the above positions. These staffing levels are sufficient to operate the County's facilities both before and after the new transfer station is in operation. 10. The County understands that there would be some time required for a Contractor to staff up and take over operations from the time the Contract is signed. Please provide an estimated time in months the proposer would need between the signing of the Contract and actual taking over operations at the facilities. Our proposal is based on a starting date once the new facility is completed in 2020. Provided the procurement process remains on track, we believe there is adequate time to negotiate the agreement, construct the new facility, procure needed equipment, insurances, bonding and documentation for a commencement date of September 1, 2020. 11. The specific qualifications and experience of your company in solid waste handling. As North America's leading provider of comprehensive waste management services, Waste Management's mission is to maximize resource value while minimizing environmental impact to improve economic and environmental sustainability for our stakeholders. With headquarters in Houston, Texas, our 40,600 employees provide environmental services and solutions to customers throughout the United States and Canada each day. With our extensive network of facilities, we can process more than 15 million tons of recydables and produce enough energy to power nearly 500,000 homes while meeting the unique collection needs of more than 21 million customers. Our facilities include: W 8 Mason County • Works Section Request • Proposal Contract Operations and Maintenance of Solid Waste Facilities November i 2018 3 landfill gas-to-fuel facilities 104 recycling processing 3 CORe®processing facilities that convert landfill gas to centers, including 43 single that process source separated Renewable Natural Gas (RNG) stream recycling facilities that organics into a slurry that is used to fuel our collection sort and prepare recyclables for delivered to wastewater fleet. end markets treatment facilities to increase energy production. 40 organics processing 390 collection operations that 297 transfer stations that facilities that transform food serve as local home bases for allow us to efficiently scraps and yard debris into our collection drivers and consolidate and transport the An important part of our strategy is developing new waste solutions that can help our customers achieve their goals, including zero waste. Often that means developing and implementing customized service offerings for our diverse group of customers, including municipalities, construction sites, healthcare facilities, schools, commercial buildings, and many more. Because of our diverse customer experience, we know what works, and we make implementing recycling and waste reduction programs easy nutrient-rich compost, fuel, vehicles material we collect and green electricity 131 landfill gas-to-energy 244 active solid waste landfills 5 hazardous waste sites that (LFGTE) projects that capture for the proper disposal of allow for the safe disposal of methane and convert it to residential, commercial, and materials such as paint, green energy that powers local florescent bulbs, and used grids industrial waste automotive fluids for our • Mason County Public Works Section Request for Proposal ' Contract Operations and Maintenance of Solid Waste Facilities November 8, 2018 12. References with contact information of other public/private contracts involving solid waste disposal in which the proposer is or may have been engaged in. Contract Information Contracted Scope of Work Information i0 T i0 Project Contract 0 A o r = own° - o Client Location c C A .o o. Highlights Type Period ac i o m F �_ City of Design/build/operation Seattle, Multi-year Aug of Columbia Ridge rail Seattle facility. Container Seattle MSW 1990- 308 000 Rail �/ d ./ WA transport through the Public contract Mar 2028 Utilities Argo yard for disposal at Columbia Ridge Landfill. Reference: Hans Van Dusen, Solid Waste Contracts Manager, Seattle Public Utilities, (206)684-4657, hans.vandusen@seattle.gov Design/build/operation Kitsap of the Olympic View Multi-year Port Ju12002 County MSW Orchard - Jul 207,000 Rail �/ , Transfer Station/rail Solid Waste /contract WA 2022 facility. WM manages Division rail transportation and disposal services. Reference: Pat Campbell, Senior Program Manager, Kitsap County Public Works, (360) 337-4626, campbetl@co.kitsap.wa.us Transportation Multi-year Jan 1990 performed by others Portland MSW Portland, - Dec 499,000 Truck ./ and coordinated with Metro contract OR 2019 WM for disposal at Columbia Ridge Landfill. Reference: Paul Ehinger, Contract Administrator, Portland Metro, (503) 797-1789, paul.ehinger@oregonmetro.gov Multi-year Bonner Oct 2018 Operation of Transfer BonnerStation, Transfer and County MSW County, Oct 37,000 Truck `� '� Disposal at Columbia contract ID 2023/ Ridge Landfill Reference: Bob Howard, Emergency Management/Solid Waste Manager, 208-265-8867 bob.howard@bonnercountyid.gov 13. Specific conditions, covenants and restrictions you would like to see in a contract with the County. Waste Management has experience managing transfer stations under operating agreements with other parties, predominantly with municipalities who own the transfer stations. As we have done with others, we are confident we can negotiate a fair and reasonable contract with Mason County. In terms of the specific conditions, covenants, and restrictions, it is difficult to summarize what those would be without listing the numerous provisions typically included in such an agreement. As a general matter, however, it is important the agreement clearly sets forth the obligations of both parties; the County's w 10 Mason County Public Works Section Request for Proposal ' Contract Operations and Maintenance of Solid Waste Facilities November 8, 2018 expectations as to how the transfer station will be operated; and how risks and liabilities are allocated between the parties. Other more specific provisions would include: who has responsibility for routine maintenance and repairs to the transfer station and its equipment; who has responsibility for replacement of equipment and structures as they reach the normal end of their useful lives; who has responsibility for carrying certain types of insurance; how adjustments to compensation occur; and how we address significant changes in assumptions and circumstances that neither party may foresee. These provisions illustrate some of the terms expected in the final contract but are not an exhaustive list. However, as mentioned, we are confident the parties can work out a fair and reasonable agreement. 14. A description of your anticipated environmental compliance program. Please see the following pages for our Environmental Management System. W—.— 11 Mason County Public Works Section Request for Proposal ' Contract Operations and Maintenance of Solid Waste Facilities November 8, 2018 W ENVIRONMENTAL MANAGEMENT � ,nRo�iM � � SYSTEM (EMS) aS ¢ ljy � SYNOPSIS s .....,., r,..m..... h,. OVERVIEW 1. ENVIRONMENTAL POLICY 'NM's Corporate Environmental Policy establishes the vision for our EMS. The Policy states,in part: THINK GREEN: Wa,to Management is committed to protecting xx p* human health and the environment. Thrc commitment is a keystone of all that we do, e.x reflected rn the cervrcec we provide to customer--, the design and operation of our facrlibeo,the conditions under which employees work,and our interactions with the communities where we live and do bu inecs. We will be responable stewards of the environment and protect the health and well being of our employees and neighbors. w..tb...*«.+,� .. voa.»1ZhwR ".A t.W-1 W,% .11--a.i k-A.—".dw.1alw,oa.rim.- The EMS also incorporates WM Policies and Standards for speck environmental and related aspects that apply to our operations. 2. PLANNING Environmental Aspects and Impacts WM's EMS focuses on identifying operation specific environmental aspects and preventing,correcting,and reducing impacts associated with those operational activities,such as:: • Eliminating Environmental Impacts,including spills or leaks from vehicles,landfill gas impacts to the air or subsurface,and releases to leachate,surface water or groundwater. • Eliminating Community Impacts,including odors,litter,noise,dust,and spills or leaks. • Eliminating Regulatory Impacts,including regulatory inspection-alleged issues,warning letters, violations.and enforcement actions. WAYS EMS is collectively comprised of several systems, processes and databases specifically designed to help operations managers plan,implement.check,and respond to their site specific environmental requirements,aspects and impacts. Company operations, across all lines of business, are expected to implement the WM EMS at each operating location.This applies to all business endeavors in which WM has a fifty-percent or more ownership. Legal and Other Requirements WAYS environmental and operations teams work with Legal and Government Affairs and utilize the following resources to ensure that all facilities have access to the most recent,relevant laws and regulations. • CyberRegs: An on-line source for statuteslregulations in all states and the federal government; • Environmental Regulation Monitoring and Alert report(ERAtA): A weekly report for that identifies and ranks new or modified environmental regulations:and • Regulatory outreach- WAi Technical Professionals are expected to be actively involved with State and Local activities associated environmental regulation development and policy making. 'NAi environmental teams are further tasked with evaluating and determining the regulations,permit conditions and contractual environmental requirements that apply to facilities and reviewing these requirements at least annually. Objectives and targets w 12 Mason County Public Works Section Request for Proposal ' Contract Operations and Maintenance of Solid Waste Facilities November 8, 2018 The company uses the following indicators and sets targets to quantify environmental performance: • Environmental impacts: No impacts to the environment, • Community impacts:No impacts to our customers and communities.and • Regulatory impacts:No impacts to the regulations. WM's Env ronmental Incident Rate(EIR)measures performance and tracks progress towards these objectives and targets at the facility level. The EIR is used to drive continuous environmental improvement on a year over year basis. 3. IMPLEMENTATION Roles and Responsibilities WM's EMS relies on Corporate.Area,and faciNtty-level technical personnel commensurate with job specific functions, roles and responsibilities for planning,implementing and evaluating the EMS components. • Coroorate Environmental Protecion(EPi: Develops environmental policies,tools,and training,and provides strategictiechnical advice to the Areas with the goal of 1 DO percent compliance. Oversees environmental performance and ensures significant environmental impacts and issues are resolved, including correction and prevention. • Corporate Environmental Engineering(EE): Manages the planning,design,and operations for WM facilities to ensure that operational activities have limited environmental impact. • Corporate Air and Landfill Gas Management(AGM):Develops and implements the corporate greenhouse gas emissions tracking and reduction strategies. Sets policies and standards:responsible for the planning and development of air quality and landfill gas management tools. • Corporate Groundwater Protection JGP): Provides expertise and direction on groundwater protection programs:ensures that environmental monitoring networks are installed and operating to specifications, ensures accuracy and quality control in the analytical testing of environmental samples. • Waste Approvals: Ensures permit compliance and safe and environmentally sound waste acceptance procedures and controls. • Government Affairs: Monitors and interfaces with key state,federal and local governmental entities to ensure that Waste Management is at the forefront of developing trends and regulations. • Legal: Provides guidance and legal support and advice to our sites and Areas • Area level EP Managers and Engineers: Implement WAt's environmental program and assists operations and LOBS with their environmental obligations,consistent with the EMS. • Site Managers and Front line emolovPes: Responsible for all environmental aspects at the site level_ Key environmental tasks are assigned to appropriately trained local staff. WM Operations are expected to utilize these employee resources or hire facility specific employees to implement the WM EMS. Additional roles,responsibilities and authorities essential to the Wkt Environmental programs are identified in corporate job descriptions,maintained by Human Resources Training WM's environmental training program targets operational and functional levels as follows: • EP Leaminil Series(EPLS}—An online training program provided to Corporate,Area,and Site Managers with environmental leadership responsibility. Comprised of monthly topic and LOB specific environmental training modules,knowledge tested and tracked. • The Environmental SPIE-Asspssment IESA)—Required for Managers with responsibility for operations specific environmental programs. Comprised of a series of questions covering different environmental subjects each month as both a training and compliance assurance tool. • Environmenta€Compliance Awareness Program;ECAP)—A mandatory training program for frontline employees and managers covering a different environmental subject each month,knowledge tested and tracked at the site level. Monthly topics are aligned between these programs whenever possible. WM also offers topics and job specific training programs,including on the job training sessions conducted by EP Managers to operations management to WASTE MANAGEMENT ENVIROMENTAL MANAGEMENT SYSTEM—SYNOPSIS w 13 Mason County Public Works Section Request for Proposal ' Contract Operations and Maintenance of Solid Waste Facilities November 8, 2018 ensure that employees possess the knowledge and skills to manage and conduct operations in environmentally responsible ways. Environmental training is provided to employees and managers at all WM Operations and is tracked to document timely completion. Communications VAI communicates environmental programs and issues using the following methods: • Environmental Incident Alert Notification Svstem-provides immediate,real-time notification of significant environmental events company-wide to Corporate and Environmental Management: • Environmental(EP)Dashboard: 0 nvironm nta1 in id nt Ra p( IR1-Environmental performance metrics(regulatory. community,and environmental)tracked and communicated to Management at least monthly. EP Toolkit-Compliance program operational metrics,environmental self assessments,and other environmental task related metrics,tracked and reported to Management at least monthly: • WM Visor and SharePoint-an intranet system that provides links and resources for the company's environmental programs,including portals to the company's environmental systems and databases. Documents and Operational Controls WM has several internal systems for maintaining environmental documents and records,many of which are multiple purpose programs: • EP's Visor web sites: The main portal to the company's environmental program. This site contains the EMS as well as links to all corporate supported environmental information systems and databases. All company employees can access this web site. • WM Environmental Program SharePoint: A dedicated web site used to store and share documents and other electronic resources. Managers with environmental responsibilities have access to the SharePoint web site. VVU Environmental Databases: • CYCLE: The compliance assurance task calendar program for identifying.planning and tracking completion of site environmental tasks in permits,regulations,site plans,policies.etc. • Environmental Reporting System(Incident Alerts)-The repository for reported Agency Identified Violations(AIV),Environmental Exceedances, and Public Comments. • Dakota Auditor and Tracer-A third party audit management system used to manage the ESA issue Identification and annual Compliance Representation Letters. Also used to track Environmental(and Safety)Audit Findings and ESA corrective actions to completion. • Environmental Enforcement Database(EED)-The violation Tracking Database,for tracking regulatory violations through completion and reporting the results to senior management for corporate governance purposes. • Storage Tank Database(Cycle)-used to manage aboveground and underground storage tanks including registrations for insurance purposes. • EQuIS-WM's groundwater,surface water,and other analytical data provided by national contract laboratories. Used fcr reporting and data integrity&management purposes • Landfill Gas Management System(LGMS)-houses operational and performance data relating to landfill gas collection and control systems(GCCS). In addition to utilizing the above.each Wh1 operation is responsible for maintaining its own Operating Record, including regulatory required documents,inspections and reports Emergency Preparedness and Response VAI maintains an Emergency Situations and Evacuation Plan Policy,which communicates management objectives for addressing emergency situations. Facilities may also be required to maintain specific emergency response plans including the following: WASTE MANAGEMENT ENVIROMENTAL MANAGEMENT SYSTEM—SYNOPSIS W . 14 Mason County Public Works Section Request for Proposal ' Contract Operations and Maintenance of Solid Waste Facilities November 8, 2018 • Hurricane Preparedness Ptarrs and annual Simulation Exercises. • Disaster Preparedness and Management Plans in areas subject to natural disasters(e.g.tornados, fires.earthquakes);for safe handling of disaster-generated debris. • Spill Prevention Control and Countermeasures(SPCC)Plans for facilities that store certain volumes of petroleum products and are required to prevent,contain,and control spills. WM employees are trained and drilled to comply fully with any Emergency Situations and Evacuation Plan,Local Preparedness Plans,and Spill Plans. 4. ASSESSMENT&CORRECTIVE ACTION Monitoring& Measurement Fundamental to the EMS is the expectatton that Area and Corporate technical personal visit field operations on a routine basis to asses,train on,and address with environmental aspects and impacts. AIM Operations use the following tools as a multipurpose,integrated system to monitor,measure,track and report environmental aspects and impacts through closurel omptetion. EP Dashboard-Environmental Incident Rate(EIR): This online system is used to measure,track and report environmental performance across three areas:the environment,our communities and the regulations: • Regulatory: Regulatory incidents or agency identified violations(AIVs)are recorded for each site. AIVs are reported to corporate within 24 of receipt via the Environmental Incident Alert System. • Environmental: Environmental incidents that occur at our operations are compiled from various systems identified in the EIR,including e Spillsrteaks from vehicles that hit the ground. Groundwater impacts above regulatory cntena or increasing trends. C. Stormwater impacts above benchmarks or reportable releases. o Leachate impacts off liner. In Air impacts that include surface emission exceedances or reportable air emissions. C, Landfill gas impacts to perimeter gas probes. • Community: Public comments relating to the environment are collected by customer ser,ice representatives or site managers. Comments requiring corrective action are immediately routed to the local responsible manager via e-mail and are tracked to completion. The company's stated goal is continuous year-over-year improvement in EIR performance. EP Dashboard-EP Toolkit is used to evaluate environmental performance system metrics for the company business operations every month. EP Toolkit metrics help ensure that all Cycle Tasks,Environmental Self Assessments.Audit Findings and Environmental Incidents are completed in a timety manner and effective corrective actions and preventable measures are implemented EP Dashboard—Srwtem Reports is a month-end environmental performance summary that is automatically sent to Dashboard users of record. The EP Dashboard reporting tool also provides users the ability to review and report environmental performance results on real time or scheduled basis. Corrective Action and Preventative Measures Area EP Managers are responsible for ensuring resolution and prevention of issues identified through the Dashboard, Toolkit,and other environmental database reports. Operations and EP managers are responsible for ensuring that all identified incidents are closed out completely and correctly. Measures or actions that are not effective are subject to reopening of the incident by Corporate or Area EP Managers. Environmental Self A ccc-,^.nlent(ESAI Prooram issues are tracked until they are corrected and prevented from recurring. AIM Area manager and supervisors are responsible for addressing all issues identified through any of the assessment stages in a timely manner. Environmental lnatient Rate(EIR)incidents are documented and tracked until all corrective action and preventative measures are implemented. Performance related to completion of the corrective and preventative measures is tracked via the EP Tootkit and EP Dashboard. WASTE MANAGEMENT ENVIROMENTAL MGNAGEMENT SYSTEM—SYNOPSIS w 15 Mason County Public Works Section Request for Proposal ' Contract Operations and Maintenance of Solid Waste Facilities November 8, 2018 Public Gnmment Management_.v tem manages and automatically routes public comments received to the local entity and centrally tracks them through correction and preventative measure implementation. Performance related to completion is tracked via the EP Dashboard National BOO Hein Line is the confidential system available to employees for use to internally report potential issues, including environmental incidents. Legal and the appropriate department work in confidence to investigate and resolve every reported incident,up to and'including any required corrective and preventative actions. VAI Operations are expected to ensure that corrective actions and preventive measures are effective. Environmental issues are not closed out in any of these systems without the concurrence of the EP Manager. Audits W111,11's Corporate Compliance Audit Services(CAS)conducts compliance audits at all Company owned,operated,and controlled facilities or operations. CAS conducts detailed environmental and safety assessments of each operation on a rotating bans and communicates audit results to relevant local and corporate management. CAS follows up to ensure the correction and prevention of all identified issues- WM Operations must certify annually compliance with all applicable permits and regulatory requirements through Legal's centralized Compliance Representation Letter process,which is reviewed by legal yearly. Records Records relating to analytical results,environmental performance elements,and compliance assurance tasks identified in the EMS are all maintained on line within WM's IT,Legal andlor Environmental Protection Departments. Documents and technical resources are available and maintained on WM's Visor and SharePoint intranet sites,as are training,guidance and standards resources. Sites are responsible for maintaining their operating records. 5.0 MANAGEMENT REVIEW WM management teams,ranging from Area,Corporate and senior management,participate in a management review process to determine the level of success in achieving environmental goals: • Review environmental policies: • Review Waste Management's EMS: • Review the EP Dashboard environmental performance,issues and incidents on a routine basis: • Evaluate Corporate and Area environmental goals and objectives,and • Amend the EMS,including policies.procedures,goals,and objectives. Management review and response to environmental performance measures,incidents,and issues,are used to drive operational changes and ensure that continuous Improvement goals are met. WM's Corporate EP team reviews amend the EMS,including WM's Environmental Policies and Standards on a routine basis and whenever evaluations indicate that changes could improve our systems,processes,programs and resources targeted at protection of the environment. WASTE MANAGEMENT ENVIROMENTAL MANAGEMENT SYSTEM—SYNOPSIS W16 Mason County Public Works Section Request for Proposal ' Contract Operations and Maintenance of Solid Waste Facilities November 8, 2018 15. Other issues/alternatives the Proposer feels are important for the County to have a robust solid waste program. Alternative service options must explain the reasoning for changes in facility service hours or facility closures compared to the baseline service option. A robust solid waste program is a sustainable plan. One that is beneficial for the community, protects the environment, and offers sound financial value. Waste Management applauds Mason County's thoughtful approach to planning and analysis. There's nothing better than when a good plan comes together. In partnership with North Mason Fiber (NMF), we are excited by the "good plan" we have coming together MASON to serve Mason County's disposal needs. North Mason �fZTH Fiber is a long-standing member of the Mason County business community, and a valuable WM partner. An original railroad spur runs along the west edge of the paved property giving NMF access to rail transport throughout the region. In 2017, a second spur was added providing capacity for 150 rail cars. A third spur is engineered and planned for construction in 2019. NMF currently transloads 1,000 to 3,000 tons of solid waste per week via rail to Columbia Ridge Landfill in Arlington, OR. They have successfully handled compliant materials for the Seattle Tunnel project, K-Ply, Gorst Creek remediation, and multiple other projects over 10,000 tons. As the saying goes, timing is everything. We look forward to sharing our perspectives on long term disposal when the timing is right. A purposeful, dedicated RFP for transportation and disposal would be the right time. Similarly, the recycling collection services are better addressed in a single-purpose RFP. It's a volatile time in the recycling industry. On the heels of China's Operation Green Fence, we now have their National Sword and Blue Sky initiatives creating market disruptions. Truthfully, Mason County's opportunity to receive the best pricing on a new recycling program will happen when the market settles, not amidst unprecedented chaos and turmoil. A future RFP would yield better results for the County's consideration. Our submittal is for the transfer system maintenance and operations. This singular focus provides a purposeful, attentive response for your evaluation of privatization. We look forward to providing the same level of focused response on future Mason County procurements. W 17 Mason County Public Works Section Request for Proposal Contract Operations and Maintenance of Solid Waste Facilities November 8, 2018 Relevant Experience Waste Management has been a leader and innovator in recycling since the early 1980s. We pioneered single stream recycling in the Pacific Northwest, dramatically altering the way cities provided service and increasing diversion from landfilled tonnage. We operate three single stream recycling centers in the state of Washington with two in the Puget Sound region. In 1998 Waste Management refocused on the company's core business of being the premier provider of solid waste services in North America and merged with USA Waste. USA Waste had begun operations in 1987 and grew rapidly through acquiring numerous solid waste companies. Waste Management's record is one of accomplishment through the innovation, hard work, dedication and professionalism of its employees. The company employs a talented staff of drivers, managers, environmental professionals, financial and administrative specialists, computer and systems professionals and a myriad of specialists. Waste Management now employs approximately 40,000 people and operates an extensive materials management network that includes: • 244 Active solid waste landfill disposal sites • 5 Hazardous waste landfill sites • 390 Collection operations • 134 Beneficial-use landfill gas projects • 104 Material recovery facilities including 43 single stream recycling facilities • 297 Transfer stations • 40 Organics processing facilities These resources allow Waste Management to offer a wide range of environmental services to nearly 21 million customers across North America. Our growth from 528 employees and $16.8 million in revenue in 1971 to over 40,000 employees and revenue of $14.5 billion in 2017 testifies to over four decades of sustained and steady growth. Local Services Waste Management has provided superior waste and recycling services to the communities surrounding Mason County for over 30 years. By selecting WM as your new partner for disposal services, we will help the County reduce its carbon footprint and complete the circle of sustainability. Our Pacific Northwest office is located nearby in Kirkland and provides management, legal, financial, sales, contract compliance and public sector support for four northwest states and British Columbia. Waste Management has an unparalleled record of success managing solid waste programs similar in magnitude and complexity to this project. Our highlighted experience required local collaboration to develop and successfully implement the programs to achieve exceptional results. Our team develops successful and collaborative relationships with staff and elected leadership wherever we serve. w 18 Mason County Public Works se(tion Request for Proposal ' Contract Operations and Maintenance of Solid Waste Facilities November 8, 2018 Key Personnel Senior Leadership Team and Key Personnel Waste Management offers an experienced, cross-functional senior level "Go-To" team to ensure all contract requirements are met and provide the County with immediate, direct access to our senior company resources. Senior Leadership Team Our senior management team is comprised of Waste Management's Pacific Northwest Market Area senior leadership team. This structure gives Mason County direct, immediate access to senior management. The team includes: Jason Rose, President, President of Waste Management of Washington, Inc. - Jason Rose is the President of Waste Management of Washington, Inc. and the Area Vice President for the Pacific Northwest/BC. Previously, he was the Area Vice President of our operations in San Diego and Orange County. He has been with the company for 19 years and is passionate about environmental stewardship and assisting customers in attaining their sustainability goals. Jason's commitment to environmental leadership is at the heart of every company initiative. His efforts have gained local and national recognition, raising the standards for WM facilities across the nation. His sustainability efforts include reducing emissions with natural gas fleets and building an extensive network of processing infrastructure in the region. He graduated from San Diego State University. He later earned his Master of Business Administration degree. David K Lowe,Area Director of Disposal Operations—Dave Lowe has 40 years of experience in the solid waste industry. He has led engineers, scientists and environmental managers in all aspects of solid waste disposal and recycling. He has managed and constructed landfills in the Pacific Northwest region for the past 26 years. He is passionate about safety and compliance. Mary Evans, Area Director of Public Sector Solutions - Mary Evans is responsible for municipal contracts in Washington, Oregon, Idaho, Alaska, and British Columbia. Mary worked for Waste Management in a similar capacity in the 1980s and 1990s in the Northern California Bay Area. During this time, she assisted cities with the development and implementation of groundbreaking recycling programs in response to state-mandated reduction goals. She has a wealth of industry, public sector and customer service experience and is passionate about providing innovative yet pragmatic solutions for municipalities. She graduated from Georgetown University in Washington, DC with a Bachelor of Science in Business Administration degree and is a Certified Public Accountant, licensed in the State of California. W ' 19 Mason County Public Works Section Request for Proposal Contract Operations and Maintenance of Solid Waste Facilities November 8, 2018 Key Personnel Waste Management is providing a pre-eminently qualified team of professional personnel to direct work under this contract. The team has proven experience managing municipal disposal contracts, managing suppliers and subcontractors, working with communities to develop appropriate and effective outreach programs, developing new facility infrastructure, and ensuring that all health, safety, and regulatory compliance objectives are met and exceeded. Nick Harbert, Senior Project Manager - Nick Harbert has 40 years of experience in the solid waste industry; 28 years with WM, in various locations around the U.S. and overseas. He has managed collection, transfer, recycling and disposal operations throughout the Pacific Northwest for the past 25 years. He works on projects that create new opportunities for the company and will be involved in the implementation of the services under this contract. Rob Jones, Senior District Manager - Robert Jones is responsible for the strategic oversight and development of WM's rail program. As a former Senior Manager with the Union Pacific Railroad, Rob has over 12 years of transportation related experience. He will be responsible for overall operations management of this contract. Frank Willmann, P.E., Facilities and Operations Planning - Frank Willmann has worked for Waste Management for 20 years and has over 30 years of experience in the solid waste, environmental and construction industries. His current responsibilities are focused on development of rail transportation infrastructure and partnerships in support of our Pacific Northwest landfills. Frank will be assisting in the construction of the new transfer station for Mason County. Alan Anderson, Senior District Manager, Chemical Waste Management Landfill - Alan Anderson has worked in the waste industry over 16 years, in various roles within and adjacent to Waste Management. Alan is responsible for overall management of the Columbia Ridge Landfill, the adjacent Chemical Waste Management facility and the shared rail intermodal facility. Under this contract, he will be responsible for oversight of the Chemical Waste Management Landfill. Jerry Ginter, Area Safety Manager - Prior to joining Waste Management's Safety team in 2014, Jerry Ginter worked for a major transportation company in operations and Safety. He has over 25 years of experience in transportation safety and compliance. Jerry will oversee safety programs and processes, training, injury, and accident prevention materials, incident investigations and reviews, health and wellness programs, Worker's Compensation claims, trending and analysis, safety communications, and OSHA and DOT standards as part of this contract. Jeff Altman, Environmental Compliance Manager - Jeff Altman has over 25 years of experience in the waste industry in the areas of transfer stations, landfills, long haul and intermodal operations, waste operations health and safety and environmental protection. Jeff has been with WM over 17 years. Under this contract, he will be responsible for environmental compliance programs. w 20 ....... ..... .... SECTION 2. REFERENCES Contract Information Contracted Scope of Work Information 0 0 :t� a -0 Project Contract M on— Client Location C z 0 Z Highlights Type Period C C 0 tz W co L_ 0 LT U_ 6 F- F- Design/build/operation City of Seattle, Multi- Aug of Columbia Ridge rail Seattle Public year MSW Seattle, 1990 - 308,000 Raft 2( facility. Container Utilities contract WA Mar 2028 transport through the Argo yard for disposal at I Columbia Ridge Landfill. Reference: Hans Van Dusen, Solid Waste Contracts Manager, Seattle Public Utilities, (206)684-4657, hans.vand sen@seattle.gov Design/build/operation Kitsap County Multi- Port Jul 2002 of the Olympic View Solid Waste year MSW Orchard, - Jul 207,000 Rail Transfer Station/rail Division contract WA 2022 facility. WM manages rail transportation and disposal services. Reference: Pat Campbell, Senior Program Manager, Kitsap County Public Works, (360) 337-4626, cam pbell@c kitsap.wa us Transportation Multi- Portland, Jan 1990 performed by others Portland Metro year MSW OR - Dec 499,000 Truck and coordinated with contract 2019 WM for disposal at Columbia Ridge Landfill. Reference: Paul Ehinger, Contract Administrator, Portland Metro, (503) 797-1789, paut.ehinger@oregonmetro.gov Multi- Bonner Oct 2018 Operation of Transfer Bonner County year MSW County, - Oct 37,000 Truck 1 Station,Transfer and contract ID 2023/ Disposal at Columbia Ridge Landfill Bob Howard, Emergency Management/Solid Waste Manager, 208-265-8867 Reference: bob.howard@bonnercountyid.gov W21 Mason County RFP Questions Waste Management 1/10/2019 Response 1) Once the new transfer station has been constructed by WM,what would happen to the existing transfer station building/shop and the existing drop box building? Existing structures will remain in-place to be used by the County as backup or overflow facilities. Maintenance of the existing structures would be the County's responsibility. If, in the future,these structures become unsafe or uneconomical to maintain, demolition of the structures would be the County's responsibility and expense. 2) Stericycle provides transportation and disposal services for HHW without any type of service contract. Would WM provide HHW transportation and disposal services differently if they took over operation for the transfer station? With WM as the service provider,the County would have a single point of contact for its HHW services. We own and operate the Chemical Waste Management landfill in Arlington, Oregon.This is the only Subtitle C site in Oregon and Washington and is the most appropriate disposal site for HHW. We will handle the HHW transportation and disposal. By bringing these services under one entity,the County will enjoy better service and greater accountability because all HHW activities will be coordinated seamlessly. It also limits the County's liability should any issues arise since WM would handle the material from start to finish. 3) The proposed timing of WM's start date of September 1,2020 coincides with the expiration of the County's current long haul contract. WM also provided information on the rail spur at North Mason Fiber they are currently using to transport waste. If WM received a long-term contract that included operations and long-haul services,where would WM dispose of the MSW and how would it get there? WM provides peace of mind with multiple disposal and rail alternatives.The intermodal containers would be trucked from the Eells Hill Transfer Station to North Mason Fiber's facility where the containers would be loaded onto rail cars for transportation to either our Columbia Ridge Landfill in Arlington, Oregon or our Greater Wenatchee Regional Landfill in Wenatchee,Washington. We could also truck containers to the Union Pacific's Argo Intermodal Yard in Seattle for rail transport to our Columbia Ridge Landfill. Empty containers would be returned to their point of origin (North Mason Fiber or the Argo Yard), available for WM to pick up and transport back to Eells Hills. 4) If long haul disposal services were included with the operations contract,what would WM's estimated long haul contract price be in your 2020 tipping fee on page 6? Our estimated long-haul rate would be in the range of$75 to$80 per ton for trucking from the Eells Hill Transfer Station to North Mason Fiber and disposal at our landfills. We welcome the opportunity to have further discussions on long term transportation and disposal pricing during contract WPage 1 of 3 WASTE MANAOEMEMT negotiations should the County choose to move forward with privatization and we are the successful proposer. 5) Currently the County does not charge customers to dispose of recyclables in the blue boxes at the transfer station and drop box stations. Does WM feel that charging a fee for recycling is appropriate? It is appropriate to begin charging for recycling services given the current recycling situation. The cost of recycling services should be communicated so consumers can make informed choices and to create increased focus to reduce contamination in recyclable material. One of the significant contributing factors that created the recycling market conditions we are facing now was that "recycling is free." Originally,this was done to encourage participation in recycling programs. In hindsight,this did not serve the industry well. This misconception resulted in too many non-recyclables being put into recycling containers. The amount of contamination, reaching 25% in many cases, led to end markets, like China, refusing to accept materials,causing our current global crisis. We must encourage the community to recycle the right way,for a truly sustainable program. 6) Ecology has stated that future LSWFA funding for recycling will be dependent on verification that materials are actually being re-used. Given the current state of the recycling market,if a privatization contract included blue box recycling services,what recycling products does WM think will be able to meet that criteria over the next five years? This is a complex question. Trying to predict the future,given the volatility of current markets and the lack of control over future global commodity markets, makes for a speculative answer. However, no other recycling company is better positioned to navigate an uncertain future. WM has the three key elements necessary for a strong recycling infrastructure over the next five years. • First,WM has a strong collection and program design presence in the Pacific Northwest. We are at the forefront of successful recycling programs,working with municipalities every day. • Second, WM operates three state-of-the-art recycling processing facilities in Washington State. This redundancy is unique among processors and provides our municipal partners peace of mind. • And finally, WM is the world's largest broker of curbside recyclable materials.This gives us unparalleled market options,which means your community's recyclables have the best opportunity for a second life. Over the next five years,we believe the commodities with the most likely stable,viable and domestic options are: • Cardboard • Newspaper • #1 PET Plastic • #2 HDPE Plastic WPage 2 of 3 WASTE MANAGEMENT; • Aluminum Cans • Tin Cans Conversely,the commodities with limited (albeit evolving) domestic options are: • Mixed Paper • #3-7 Mixed Plastics • Mixed Rigid Plastic • Glass 7) What is the approximate dollars per ton cost in your tip fee schedule associated with paying for the capital improvements identified in your proposal? We depreciated the site improvement costs over twenty-five years as specified in the RFP. The cost for the capital improvements in 2020 is$12.04 per ton. WPage 3 of 3 ME OIAS'M AMAOEMMTe MASON COUNTY BRIEFING ITEM SUMMARY FORM TO: BOARD OF MASON COUNTY COMMISSIONERS FROM: Sharon Fogo DEPARTMENT: Clerk's Office EXT: 344 BRIEFING DATE: February 4, 2019 at 11:30 a.m. PREVIOUS BRIEFING DATES: (If this is a follow-up briefing, please provide only new information) ITEM: To help in resolving the State Auditor Finding against the Clerk's office I am asking for a supplemental budget of $53,000.00 (approximately). EXECUTIVE SUMMARY: (If applicable, please include available options and potential solutions): This is to properly train staff in additional areas of our office and produce the highest quality performance possible. BUDGET IMPACTS: Jennifer Beierle was a huge help in providing the attached the excel spread sheet showing the breakdown of the budget impact. RECOMMENDED OR REQUESTED ACTION: In support of resolving the audit finding, I would like to propose the following: Training the current jury manager in the processes of our current chief deputy from January 1 to June 30, 2019 with a 10% increase in wage during this training. This will allow the current jury manager to learn areas in which she has not yet been trained. As the jury manager is training for chief deputy, someone will need to be doing her duties. I propose a 5% increase during this training time for this position as they will be working out of class. Another issue found by the State Auditor was the fact we have no collection deputy. I am asking to open the position at an AFSCME range 16. I feel that the duties included for collection deputy/accountant position should be paid at a higher wage than a deputy clerk/judicial support specialist I. This would be a promotional position. When the collection deputy was re-instated in 2018, it was opened as a deputy clerk/judicial support specialist I. This shall be opened as a Deputy Clerk/JSS II. I am also asking for a .5 position that would be a clerk for filing only. I believe that the current staff needs to focus on the customer service at the counter and court duties. ATTACHMENTS: Please see excel spread sheet. Briefing Summary 2/1/2019 2019 BUDGET CHANGE REQUEST Date: Change Request# PLEASE SUBMIT BUDGET CHANGE REQUESTS TO BUDGET MANAGER - SUPPORT SERVICES 'Supplemental Appropriation 'Non-Debatable Emergency I Debatable Emergency X 'Budget Amendement For increased expenditures due to unanticipated For the relief of a stricken community For a Public emergency other than a For increased expenditures to be funded from federal,state,or local funds requiring immediate address;to meet non-debatable emergency which Current Expense funds--Please see mandatory expenditures required by law could not reasonably have been attached excel spread sheet to help foreseen at the time of making the resolve the audit finding budget,requiring the expenditure of money not provided for in the budget. REVENUE/SOURCE a; rn o EXPENDITURES rn From < > c a, To + I) To + £ To + To + a a, v To + a) s . Reason forChange: Please indicate with if any of he requested Change To BARS lines are new and need to be added. NAuthorizing signature for / department requesting transfer: / / �. �� EXT: Title of authorizing signature: a/001 ei)` Date: a, Cin Action taken by Budget Manager: Change Approved Change Denied -o c � o 0O Budget Manager signature: Date: a , CHANGE COMPLETED IN FINANCIAL SERVICES BY: u c• E DATE: COPIES TO: c aJ U- N Clerk's Office Monetary Asks to Help Resolve Audit Finding: 1) Jury Manager 10%Out of Class Current Monthly Salary: $ 4,300.20 (not including longevity) 10% Monthly Out of Class: $ 430.02 FICA $ 32.90 PERS $ 55.90 Total Monthly Cost: $ 518.82 January through June Cost: $ 3,112.91 2) Jury Assistant 5%Lead Pay Current Monthly Salary: $ 4,300.20 (not including longevity) 5% Monthly Out of Class: $ 215.01 FICA $ 16.45 PERS $ 27.95 Total Monthly Cost: $ 259.41 January through June Cost: $ 1,556.46 3) Temp Deputy/Accountant Position -6 months Range 16,Step 1 Mo.Salary: $ 19,178.76 FICA $ 1,467.18 PERS $ 2,493.24 Industrial Insurance $ 131.50 Medical $ 7,600.00 Total Temp Position Cost: $ 30,870.67 4) Purchase Locking Bags Already included in 2019 budget 5) New.5 Filing Clerk Position-9 months Range 14, Step 1, 6 months Mo.Salary: $ 9,125.94 Range 14, Step 2, 3 months Mo. Salary: $ 4,794.69 FICA $ 1,064.93 PERS $ 1,809.68 Industrial Insurance $ 98.63 Medical $ 7,600.00 New Position Cost for 6 months: $ 24,493.87 6) 2019 Cost savings if Chief Deputy retires 6/1/19 &is filled at lowest step of the range 7 months savings for 2019 $ (6,423.90) FICA $ (491.43) PERS $ (835.11) Total Savings for 2019 $ (7,750.44) Total 2019 Aproximate Cost: $ 52,283.48