Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
2024/02/05 - Briefing Packet
MASON COUNTY COMMISSIONER BRIEFING INFORMATION FOR THE WEEK OF February 5, 2024 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. Please see draft briefing agenda for schedule. CoU���� . 1854 ♦�` �u`"ri BOARD OF MASON COUNTY COMMISSIONERS DRAFT BRIEFING MEETING AGENDA 411 North Fifth Street, Shelton WA 98584 Week of February 5, 2024 Monday Noon WA State Association of Counties Zoom Meeting* Virtual Assembly Monday, February 5, 2024 Commission Chambers Times are subject to change,depending on the amount of business presented 9:00 A.M. Solid Waste Advisory Committee Interview 9:05 A.M. Treasurer—Lisa Frazier 9:10 A.M. Auditor—Steve Duenkel 9:15 A.M. Public Health—Dave Windom 9:20 A.M. Community Development—Kell Rowen 9:30 A.M. Public Works—Loretta Swanson Utilities&Waste Management 9:50 A.M. Support Services Commissioner Discussion—as needed Tuesday, February 6, 2024 Commission Chambers Times are subject to change,depending on the amount of business presented 9:00 A.M. Short-Term Rental Regulations Workshop Commission meetings are live streamed at hlW://www.masonwebtv.com/and public commented is accepted via email msmith@masoncountywa.gov;mail to Commissioners Office,411 N 5'Street, Shelton, WA 98584;or phone at(360)427-9670 ext.419. If you need to listen to the Commission meeting via telephone,please provide your telephone number to the Commissioners' office no later than 4 p.m.the Friday before the meeting. If special accommodations are needed,contact the Commissioners'office at Shelton(360)427-9670 ext.419 Briefing Agendas are subject to change,please contact the Commissioners' office for the most recent version. Last printed 01/31/24 at 4:34 PM C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Lisa Frazier Ext.484 Department: Treasurer's Office Briefing: 0 Action Agenda: 0 Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): February 5,2024 Agenda Date: February 13,2024 Internal Review: ❑ Finance ❑ Human Resources 0 Legal ❑ Information Technology ❑ Risk (This is the responsibility of the requesting Department) Below for Clerk of the Board's Use Only: Item Number: Approved: ❑ Yes ❑ No ❑ Tabled ❑ No Action Taken Ordinance/Resolution No. Contract No. County Code: Item• Amending Resolution No. 2022-057 Mason County Utilities and Waste Cash Drawers Background/Executive Summary: The Finance Manager for Public Works requested that the cash drawers for Utilities and Waste be increased by $100 each. Increases in fees have affected the amount of cash and change needed on hand to accommodate. Budget Impact(amount, funding source,budget amendment): $800 to Fund 402—Utilities and Waste. Public Outreach (news release,community meeting, etc.): None Requested Action: Approval of the Resolution amending Resolution No.2022-057 Mason County Utilities and Waste cash drawers increasing each cash drawer amount from$400 to$500. Attachments Resolution RESOLUTION NO. AMENDING RESOLUTION NO. 2022-057 MASON COUNTY UTILITIES&WASTE MANAGEMENT CASH DRAWERS WHEREAS, Mason County Department of Utilities&Waste Management has the operation of the Mason County Solid Waste Facilities,and WHEREAS,the Finance Director for Public Works in discussions with the Mason County Treasurer's Office that due to rate increases at the Landfill, it is necessary to increase the amount in each of the cash drawers by$100 to accommodate the appropriate denominations of cash on hand to make change as necessary for customers. THEREFORE,the Mason County Treasurer recommends an increase of$100 for each of the eight cash drawers as shown below. CASH DRAWER#CURRENT CASH DRAWER AMOUNT NEW CASH DRAWER AMOUNT #1 $400.00 $500.00 #2 $400.00 $500.00 #3 $400.00 $500.00 #4 $400.00 $500.00 #5 $400.00 $500.00 #6 $400.00 $500.00 #7 $400.00 $500.00 #8 MANAGER CHANGE BAG $500.00 $600.00 Total $3,300.00 New Total $4,100.00 NOW THEREFORE,BE IT RESOLVED THAT,the Board of Mason County Commissioners approved the recommendation of the Mason County Treasurer and the cash drawers as listed above in the new amounts are approved. The Mason County Department of Utilities and Waste is authorized to take the appropriate steps to create and increase the cash drawers as established above. APPROVED this ,day of February,2024. BOARD OF COUNTY COMMISSIONERS MASON COUNTY,WASHINGTON ATTEST: Randy Neatherlin,Chair Elisabeth Frazier, Mason County Treasurer Kevin Shutty,Vice Chair ATTEST: McKenzie Smith,Clerk of the Board Sharon Trask, Commissioner APPROVED AS TO FORM: Tim Whitehead, Chief DPA C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Steve Duenkel Ext.468 Department: Auditor's Office Briefing: ❑X Action Agenda: ❑ Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): February 5,2024 Agenda Date: Click or tap here to enter text. Internal Review: ❑X Finance ❑ Human Resources ❑ Legal ❑ Information Technology ❑ Risk (This is the responsibility of the requesting Department) Below for Clerk of the Board's Use Only: Item Number: Approved: ❑ Yes ❑ No ❑ Tabled ❑ No Action Taken Ordinance/Resolution No. Contract No. County Code: Item• Transfer US Passport Service from the Clerk's Office to the Auditor's Office Background/Executive Summary: The Clerk's Office suspended US Passport Service to citizens in January 2023 in order to allocate available staff and resources to the as mandated Clerk's Offices functions. The Auditor's Office is looking to integrate this service into the Licensing&Recording team to restore this service to the public pending concurrence from the Department of Homeland Security and training of Auditor's Office personnel. Budget Impact(amount, funding source,budget amendment): N/A. The Auditor's Office plans to purchase the passport photo camera and printer from the Clerk's Office. Change in departmental responsibility will likely entail minor revisions to the Chart of Accounts. Public Outreach (news release,community meeting, etc.): The Auditor's Office plans to notify the public through advertising,and County social media. Requested Action: Informational only. Attachments MASON COUNTY rTi Public Health & Human Services Briefing February 5, 2024 Briefing Items Mott MacDonald WRIA 14 Buildable Lands Analysis—Dave Windom County Code 6.68 Water Adequacy Regulations—Ian Tracy C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: David Windom Ext.260 Department: Public Health Briefing: ❑X Action Agenda: ❑ Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): February 5,2024 Agenda Date: Click or tap here to enter text. Internal Review: ❑ Finance ❑ Human Resources ❑ Legal ❑ Information Technology ❑ Risk (This is the responsibility of the requesting Department) Below for Clerk of the Board's Use Only: Item Number: Approved: ❑ Yes ❑ No ❑ Tabled ❑ No Action Taken Ordinance/Resolution No. Contract No. County Code: Item• Mott MacDonald WRIA 14 Buildable Lands Analysis BackEround/Executive Summary: In 2023,Mason County contracted with Mott MacDonald to finish data analysis for the 2019 Memorandum of Agreement(MOA)between the Squaxin Island Tribe and Mason County. This work includes a buildable lands analysis and watershed case reports for John's Creek and Goldsborough Creek. These reports complete the remaining item of Chapter 5 of the MOA. Erica Marbet,from the Squaxin Island Tribe,has been involved in the production of data and construction of the reports in partnership with Mason County and Mott MacDonald. Budget Impact(amount, funding source,budget amendment): N/A Public Outreach (news release,community meeting, etc.): N/A Requested Action: Informational only. Attachments Land Capacity Analysis Watershed Reports—John's Creek&Goldsborough Creek Page 1 of 12 M MOTT M WRIA 14 Land Capacity Analysis MACDONALD Project: Squaxin/Mason County MOA Client: Mason County Our reference: 507107872 Date: January 25, 2024 Prepared by: Wayne Rennick Approved by: Peter Schwartzman Subject: WRIA 14 Land Capacity Analysis 1 Introduction Under Contract to Mason County ("County"), Mott MacDonald conducted a residential Land Capacity Analysis (LCA) to evaluate the availability of land for development in WRIA 14 under existing zoning regulations. Our study area was limited to portions of WRIA 14 within Mason County and focused on identifying parcels that are likely to developed with permit-exempt("PE")or Group B wells'. Our findings were used to update Appendix H of the WRIA 14 Final Draft Watershed Restoration and Enhancement Plan (Ecology, 2022), which estimates future water use by PE wells within the WRIA(see Attachment A). Along with estimating the potential for future development of parcels relying on PE at full buildout (consistent with current zoning), we also referenced census data developed by the U.S. Office of Financial Management(OFM, 2020)to address expected development over time. Finally, we evaluated the capacity of Group A systems within the WRIA to accommodate expected development within their service areas, and we documented both current and total approved connections associated with Group B systems.. Our approach to this update included: • Data collection; • Land capacity analysis to identify current and future parcels associated with PE wells: • Evaluation of expected development over time; and, • Future capacity assessment for Group A Water Systems This work was performed, and this report prepared using generally accepted geographic information systems (GIS)and other analytical practices used at this time and in this vicinity for exclusive application to the study area and for the exclusive use of Mason County and their project cooperators (e.g. Squaxin Island Tribe). This is in lieu of other warranties, express or implied. 2 Data Collection In early 2023 Mott compiled the following data: ' Permit exempt wells can serve one or two households. Group B water systems serve fewer than 15 service connections and fewer than 25 people per day.Group A water systems have 15 or more connections and serve greater than 25 people per day. Mason County tracks wells serving two-party water systems,which are sometimes associated with Group B public water systems and sometimes not. Mott MacDonald Page 2 of 12 • Parcel data from the County, including: — Land and building values; — Ownership; — Primary Land Use; — Area in Square Feet; and, — Assessor Parcel Identification Number(PIN) • County septic system permit records • County parcel-based data for Group B water systems and PE wells • Washington State Department of Health (WDOH) Group A and B water system data, including: — GIS coverage of water system boundaries — Water system permit information from Sentry database • Zoning data, including: — County Zoning — Shelton Urban Growth Area (UGA)Zoning — Allyn UGA Zoning • Environmentally Critical Areas data, including: — Wetlands and lakes (from Washington Department of Ecology) — Hydrography and forest practices designation (from Washington Department of Natural Resources, "WDNR") — Land surface elevation/slope data (from WDNR) — Flood hazard area designations (from Mason County/FEMA) — Historic Landslide area from WDNR • Current population and future growth estimates based on the 2020 census (OFM, 2020) • Forest Legacy Conservation Easements (from WDNR) 3 Land Capacity Analysis Mott MacDonald employed geographic information systems (GIS)to identify parcels in the Mason County portion of WRIA 14 that are currently likely to be served by PE wells and Group B water systems. We also considered the maximum buildout permitted by current zoning to estimate the maximum future distribution of parcels that are likely to be served by PE wells or Group B water systems. It should be noted that while Mott MacDonald was able to distinguish between currently developed parcels served by PE vs. Group B wells using available data, parcels served by PE and Group B wells were combined to estimate future development capacity and compare with the current condition. It is not possible to predict which currently undeveloped parcels will rely on PE wells vs. Group B sources. Prior to running our GIS analysis, we updated attributes associated with parcel polygons using lookup tables on file with the County to ensure that the following attributes were represented: • Appraised values • Septic system permits, • County permits for PE wells and Group B water systems. WRIA 14 Land Capacity Analysis Mott MacDonald Page 3 of 12 Our GIS approach involved generating a single GIS layer, clipped to the WRIA 14 boundary, in which parcel polygons associated with rights of way, open water and incorporated areas were all removed 2. The remaining parcel polygons were further divided by the following GIS boundaries3: • Current zoning • WRIA 14 subbasin boundaries • Forest Legacy Conservation easements Where consideration of these GIS boundaries dictated that a parcel was split up into more than one polygon, the parcel attributes related to assessed values were assigned to the largest portion of the"split" parcel polygon. As discussed in Section 3.1, the current dwelling unit and associated well was assumed to occur on this larger portion of the polygon. The remaining (smaller) portions of parcel polygons were retained to address future development potential (Section 3.3). After making these adjustments, we identified currently developed parcels, identified which parcels were likely to use PE wells or Group B water systems, addressed how critical areas and zoning might affect future development patterns, and identified future parcels that could be developed using PE wells or Group B water systems at full buildout under current zoning. These steps are described in the following subsections. 3.1 Identifying Currently Developed Parcels and Associated Subbasins Parcels were considered to be currently developed if: • the market value of constructed buildings assigned by the County assessor is greater than $10,000, or • a septic permit was recorded on that parcel. As noted above, if a parcel was split into multiple polygons based on zoning, subbasin boundaries or Forest Legacy easements, the development (i.e. the dwelling unit and well)was assigned to the largest derived polygon. In addition, currently-developed parcels located in rural areas were differentiated from those located in unincorporated portions of UGA's4. 3.2 Associating Parcels with Water Sources The water source associated with current and potential future development was estimated per parcel by the following method: • If a parcel centroid was within a WDOH Group A water system boundary, it was identified as obtaining water from a Group A system in the parcel attributes. • If a parcel was identified in the County's water service permit table as participating in a Group B water system, it was identified as obtaining water from a Group B system in the parcel attributes. This includes a small number of parcels served by two-party water systems identified as Group B in the County's water service permit table. In addition, several Group-B related parcels were identified in 2 The only incorporated area within the study area is associated with the City of Shelton. 3 In some cases,after overlaying these polygons(due to the accuracy of the polygon data),small"sliver"polygons remained. Manual and automated processes were used to remove these sliver polygons.This process resulted in a small loss of total area of some parcel polygons, but never elimination of a parcel polygon. 4 Note that only two in the two UGA's(Shelton and Allyn)occur within the study area,and only the Shelton UGA includes an incorporated area(City of Shelton). WRIA 14 Land Capacity Analysis Mott MacDonald Page 4 of 12 WDOH water system boundary data that were not included in the County's permit table. These parcels were also assigned Group B attributes. • Parcels in the County's water service permit table associated with two-party-well water systems (besides those associated with Group B water systems)were identified as obtaining water from PE wells. • If a parcel was identified in the County's water service permit table as associated with a PE well, it was identified as obtaining water from a PE well water system in the parcel attributes. • All remaining currently-developed parcels were identified as obtaining water from PE wells in the parcel attributes. A map showing resulting areas supplied by PE, Group B and Group A wells is provided on Figure 3-1.The map also shows Forest Legacy Conservation Easements, within which future development is prohibited. It is worth noting that developed parcels within Group A water system boundaries that are not currently served by Group A sources likely currently rely on PE Wells. Lack of current service to portions of Group A service areas may imply that new development will also rely on PE wells. However, based on conversations with the County, all parcels located within Group A service areas were assumed to be supplied by the water system. This assumption reflects the likelihood that the water system will ultimately expand its distribution system to serve these areas. 3.3 Evaluating Future Development Potential Current parcel polygons (both developed and undeveloped)were assessed for their future development potential. All parcels included in unincorporated portions of UGA's were assumed to be served by Group A water systems at future full buildout, even those parcels currently relying on PE or Group B wells'. The number of future dwelling units (and assumed equivalent number of future PE wells)within each current parcel polygon was based on zoned residential densities. In accordance with previous analyses (BERK, 2021), currently developed parcels were considered redevelopable if the market value of existing structures was less than or equal to 50% of the total property value. It should be noted that under this method, some currently developed parcels identified as not redevelopable could still be potentially redeveloped at higher densities. Per our scope with the County, the market value method was identified as the means of designating redevelopable parcels. Residential zoning densities were reviewed to estimate future development at full buildout. Table 3-1 a summarizes residential zoning categories by subbasin as percent of total land area within the study area. Rural zoning in the study area is specified under Mason County Code (MCC) 7.02; however, areas within the Shelton and Allyn UGAs allow for higher density and were also included in this analysis. Incorporated areas of the City of Shelton were excluded from this analysis. Zoned residential densities were identified for each parcel to estimate maximum numbers of developable dwelling units. Mott MacDonald multiplied the maximum dwelling unit densities (derived from MCC 7.02, MCC 7.07 and 7.10) by the GIS-calculated acres of each polygon to calculate the maximum dwelling units per parcel polygon. This value was rounded down to the nearest whole number and then refined with the following modifications: 5 Conversion of UGA parcels from PE or Group B sources to Group A sources provides a small reduction in the total projected growth of combined parcels supplied by PE and Group B wells at full build out.Water use associated with these converted parcels is assumed to be covered by future water supply projections associated with Group A water systems. WRIA 14 Land Capacity Analysis Mott MacDonald Page 5 of 12 criteria units Forest Legacy Conservation Easement 0 units Public Lands 0 units Polygons with existing structures but unlikely to be redeveloped 1 unit Polygons inside a Group A water system 1 unit Vacant polygons,outside a UGA,zoned rural residential(RR2.5, RR5,RR10, RR20 or 1 unit RMF)greater or equal to 1 acres Redevelopable polygons that are not large enough to support more density 1 unit Redevelopable polygons large enough to support more density Density*Acres(rounded down) The maximum number of developable units within parcel polygons inside UGA's was 65%of capacity reduced by 35%to account for the higher development requirements in the UGA for roads and infrastructure needs. As noted above, some parcel polygons were split into multiple polygons based on zoning, subbasin or conservation easement boundaries. In this case, the process of rounding down the number of potential dwelling units per split polygon to the nearest whole number could result in a smaller number of total possible future dwelling units than would otherwise be calculated if the original parcel had remained unsplit. To correct for this, for those polygons that were split, the raw(unrounded) calculated numbers were totaled and if there was a difference of one or more, the extra dwelling units would be assigned to the largest polygon that make up the original parcel. The study area includes a small portion of areas zoned inholding lands'. As shown on Table 3-1 a, only two sub-basins (Mill and Goldsborough) have areas zoned inholding lands larger than 1% of total area. Although their areas are relatively small, development potential on inholding lands can still be significant'. Development potential at full buildout for inholding lands was estimated differently than the residentially zoned areas discussed above based on MCC 8.52.070: • Lots below 5 acres were assumed to have one primary dwelling unit and one accessory dwelling unit. • Lots between 5 and 9.99 acres were assumed to accommodate two dwelling units. • Lots between 10 and 19.99 acres were assumed to have one dwelling unit per 5 acres (maximum of 3). 6 Per WAC 246-272A-0320,the minimum lot size for a single well and septic system is one acre for soil types 1-4 and 2 acres for soil types 5 and 6. Lots served by public water are 1/2 acre for soil type 1, 12,500 sq feet for soil type 2, 15,000 sq feet for soil type 3, 18,00 sq feet for soil type 4, 20,000 sq feet for soil type 5,and 22,000 sq feet for soil type 6. Soil type 7 is unsuitable for development. 7 Per Mason County Code 17.02.049 Inholding lands are lands surrounded by long-term commercial forests, but which are not suitable due to parcel size or other constraint for that purpose. Inholding lands may be developed, but only in a manner which assures the viability of the abutting forest land. Development regulations are located in MCC 8.52.070 of the Mason County Resource Ordinance. 8 For instance,the Goldsborough subbasin has the largest area(2.8%)associated with Inholding Lands. Our analysis of potential future growth suggests that 328 new residential dwelling units(10%of possible future dwelings)could be constructed on parcels zoned as Inholding Lands in this subbasin. WRIA 14 Land Capacity Analysis Mott MacDonald Page 6 of 12 • Lots 20 acres or more can be subdivided to allow 1 dwelling unit per 2.5 acres if various criteria are met(based on length of ownership and other factors). Because our scope did not include evaluating these factors for each lot, we assumed one dwelling unit per 2.5 acres for parcels of this size. Whereas Table 3-1 a shows the percentage of the total study area occupied by various zoning categories per subbasin, Table 3-1 b presents associated numbers of future dwelling units at full buildout per subbasin. This table includes all residential development in the study area regardless of water system type, but excludes area in the City of Shelton. The table shows a total of 37.335 potential future residences within the study area at full buildout, with subbasin totals ranging from the portion of Kennedy within Mason County(474)to the Oakland subbasin (10,712). 3.4 Identified Parcels Associated with Critical Areas Mott MacDonald's contracted scope of work stated that we would remove environmentally sensitive areas (e.g. wetlands, steep slopes, flood hazard zones)from our analysis of parcels currently or potentially served by PE wells or Group B water systems. The following designated critical areas were deemed to potentially limit future development. Parcels associated with these critical areas were flagged in the following manner: • FEMA High Risk Flood Zones or High-Risk Costal Areas: the percentage of the parcel polygon inside these areas was identified. • DNR hydrography (streams and lakes)and associated county buffers': the percentage of the parcel polygon inside these buffers was identified. • Ecology wetlands and lakes: if a parcel polygon is within 200 feet of one of these features, the polygon was flagged10 • Slope greater than 15%: parcel polygons were flagged if within 50 feet of one of these areas11 However, these flagged parcels were ultimately not treated as undevelopable for the following reasons: • Consultation with the County regarding available critical-area GIS coverages indicated that several of the coverages are of relatively low accuracy. For instance, Ecology's stream/open water and wetland data contained many inaccurate geometries and included many more stream polylines than likely exist. Mott MacDonald also found that LiDAR identification of areas with >15% slope included many very small areas that meet this criteria that may be real (e.g. roadcuts or ditches) but wouldn't be considered significant when reviewing a building permit. • Although a 15% slope screening criteria exists for awarding building permits in Mason County12, parcels with areas associated with 15% slopes are still developable as long as an engineering report is provided. • Consultation with the County indicated that removing parcels from our analysis based on these datasets would eliminate or reduce the number of future dwelling units to development densities much lower than observed in practice. 913uffers ranged from 75 to 150 feet depending on stream type. 90 Stream/open water and wetland data from WDOE contained many inaccurate geometries and included many more stream polylines than likely exist. 99 WDNR UDAR elevation data used to identify steep slopes(greater than 15%grade)were generally accurate;however, calculation of areas with >15%slope created artifacts(small areas identified as>15%slope that are likely erroneous).The majority of artifacts were removed by removing those areas identified with >15%slope that were less than 144 square feet before the analysis was conducted. 92 Mason County's building permit critical areas checklist states: "is the proposed site within 300 feet of a slope 15%of greater? If yes,a geological report or assessment may be required." WRIA 14 Land Capacity Analysis Mott MacDonald Page 7 of 12 • Analysis of a random sampling of 170 developable parcels within the Johns Creek and Goldsborough Creek subbasins (Mott MacDonald, 2023a and 2023b) suggested that only about 6%of these parcels would be completely undevelopable based on consideration of the factors discussed above. This percentage was much lower than estimated from application of the criteria above. The decision not to exclude parcels associated with critical areas for estimation of development potential is considered to be conservative, in that it overestimates estimates of developed or developable parcels relying on PE and Group B wells. Overestimation of limitations on parcel development by the agreed-upon screening criteria listed above is suggested by overly-high estimates of limited parcels shown on Table 3-2, which summarizes the percent of parcels flagged under each category. The smallest potential limitation occurs for parcels with significant portions (>25%)associated with FEMA flood areas. About 8% of such parcels are identified across the entire WRIA, with subbasin counts ranging from 2.2% to 16.1%. The largest potential limitation occurs for parcels within 50 feet of steep slopes, with subbasin values ranging from 61% to 96%. As noted above, reducing the estimated number of developable parcels by these percentages is considered highly unrealistic. 3.5 Estimation of Current and Future Development Relying on PE or Group B Wells Using the above criteria and assumptions, Mott MacDonald estimated both current and future numbers of dwelling units (outside of incorporated areas and Group A service areas)that are likely to be served by PE and Group B wells. Table 3-3 summarizes our estimates per subbasin, Figure 3-2 depicts current parcel reliance on such wells and Figure 3-3 depicts future of dwelling units possible under full buildout. For parcels relying on Group B or two-party wells, the maps do not differentiate between the parcel in which the well is located and the parcels served by the well. Such a distinction is immaterial to estimating the number of dwelling units served by wells outside Group A service areas. Table 3-3 shows per-subbasin counts of currently developed parcels relying on PE and Group B wells (both differentiated and combined) as well as maximum (future) combined counts at full buildout. The table also distinguishes the portion of developed parcels within UGA's currently relying on PE and Group B welIS13. As noted above, Mott MacDonald's analysis assumes that(at future buildout) parcels within UGA's will no longer rely on PE and Group B wells because associated dwelling units are assumed to be ultimately served by Group A water systems (future growth associated with Group A water systems is discussed in Section 5). For the entire study area, Mott MacDonald's LCA estimates that the current number of dwelling units relying on PE and Group B wells, outside of incorporated areas and current Group A water system boundaries, could increase by 84% (from 10,123 to 18,614) at full buildout. On a subbasin basis, predicted increases in dwelling units range from 46% and 192%. Consumptive water use estimates associated with these growth projections are provided in the Appendix H update (Attachment A). The assumption that parcels in unincorporated UGA's currently relying on PE and Group B wells ultimately convert to Group A water systems causes some reduction in the percent increases estimated above. In order to demonstrate the influence of this assumption, Table 3-3 also includes a set of three columns (grayed out to indicate low likelihood) showing estimated increases if these UGA parcels were not converted to Group A systems. Without this assumption, Mott MacDonald's analysis shows an estimated total study-area increase of 90%, with sub-basin estimates ranging from 55%to 197%. 93 In the current condition,dwelling units in UGA's identified as served by PE or Group B wells are absent or negligible in the Harstine, Hood, Kennedy, Mill and Skookum basins,but amount to 5% in the Case subbasin,5% in the Goldsborough subbasin, 17% in the Oakland subbasin and 20% in the Oakland-Johns subbasin. WRIA 14 Land Capacity Analysis Mott MacDonald Page 8 of 12 4 Census Based Current and Future Population Estimates The most recent OFM census(OFM, 2020) estimates current and predicted populations across various geographic units relevant to the study area, including: Mason County, WRIA 14, unincorporated UGAs, the Shelton incorporated area, and smaller units such as development"tracts"and "blocks". At our request, OFM was able to generate a new estimate of population for the portion of WRIA 14 inside Mason County that we used for this analysis. This estimate identified a 2020 population of 48,741. OFM provides population estimates for the time of the census (2020)for all the geographic units mentioned above and future predictions (limited to the County level)for 2030, 2040 and 2050. OFM released 2022 estimates that are very similar to 2020 estimates (within 0.70 percent or an additional 340 people in WRIA 14). Given this similarity, Mott MacDonald limited our analysis to decadal population estimates. Existing Population Estimates Mott MacDonald used 2020 census block-based population estimates to derive OFM estimates of population and associated numbers of households. OFM population estimates were translated to numbers of households using the assumption of 2.5 people per household 14. On a subbasin basis, we then compared OFM-based households estimates to developed parcels estimated from our LCA (Section 3-5). Census block data has divisions on political boundaries and on Urban Growth Boundaries making it easy to separate areas along those divides. To estimate population to the sub-basin level, Mott MacDonald generated an area weighted statistic and clipped the data by the subbasins. Although the LCA supported generation of subbasin summaries of parcels served by PE, Group B and Group A wells—subbasin comparisons between LCA and OFM estimates did not distinguish between areas served by PE/Group B wells and Group A systems because the resolution of OFM blocks was insufficient to conform to individual Group A water systems. Our comparison was also limited to rural areas (outside of UGA's), because higher per-parcel housing densities within UGAs (due to apartments, mobile home parks and other multi-family housing) are not comparable to the property improvement based method used in our LCA. Our comparison (Table 4-1) shows that WRIA-wide numbers of households estimated with the OFM method are about 27% lower than the values based on LCA. This may be explained by the fact that the LCA approach includes vacation properties and unoccupied residences, whereas the OFM approach does not assign population to vacation holdings and might not identify unoccupied properties visited during their field survey. The County estimates that up to 30 percent of developed properties county-wide are vacation properties. While lower household counts were noted with the OFM method for most subbasins, higher counts were noted for the Goldsborough and Oakland-Johns Creek subbasins. This may be explained by OFM inclusion of prison populations with the Goldsborough subbasin at the Washington Corrections Center and other unidentified inaccuracies in the methods. Overall, Mott MacDonald interprets LCA as the better method to estimate developed parcels using PE or Group B wells because structures constructed on parcels will likely require a water supply while the OFM method is based on population alone. However, the population-growth element of the OFM census remains a useful tool for evaluating potential growth in parcels served by PE and Group B wells over time. 94The 2.5 persons per household value is a commonly used value and the same value used in Appendix H update(Attachment A).. WRIA 14 Land Capacity Analysis Mott MacDonald Page 9 of 12 Population Growth Estimates Decadal OFM population estimates were used to assess growth in developed parcels relying on PE and Group B wells over time through 2050. OFM population growth predictions are provided at the County level only. OFM decadal population growth estimates for Mason County are summarized below at assumed low, medium and high rates of population growth: Mason County Projected Additional Growth from 2020 Population 2030 2040 2050 High 20.9% 34.1% 46.2% Middle 11.0% 21.4% 30.8% Low 0.1% 1.4% 1.7% Mott MacDonald employed the "middle" estimate of population growth for purpose of this analysis. Because OFM population growth estimates are only provided at the County level, Mott MacDonald had to assume uniform decadal rates of population growth across the WRIA regardless of urban, suburban and rural land use. Because future growth is more likely to occur in urban and suburban areas, this assumption likely overestimates future growth in rural areas and underestimates future growth in urban and suburban areas. Comparison of the OFM-predicted "middle" rates of population growth with LCA estimates of percent increase in parcels served by PE and Group B wells at full buildout for each (Section 3.5 and Table 3-3)suggests that the 31% growth estimated to occur by 2050 can easily be accommodated by the numbers of potential future undeveloped parcels outside of Group A service areas. The"build-out' estimates of total parcels available to accommodate PE and Group B wells are generally much larger than the number of new 2050 households projected under the OFM growth estimates, thus suggesting that significantly more than 30 years will be required to approach full build-out values for parcels supported by PE and Group B wells. 5 Group A and Group B Water System Capacities 5.1 Group A Water Systems Mott MacDonald collected available data from WDOH for public water systems (PWS)to evaluate whether Group A water systems have current sufficient capacity to meet future growth in developed parcels identified by LCA. Group A Non-Community water systems were excluded because these systems serve non-residential uses and our analysis was focused on meeting residential demand. Any developable parcel located inside a Group A water system boundary was identified as needing to be served by that water system (including those parcels believed to be currently served by PE or Group B wells). Comparison of currently active connections on file with WDOH of authorized connections suggests that 52 of the 65 public water systems within the study area currently have additional capacity for growth (Table 5-1). Comparison of potential future residential connections derived from our LCA to currently authorized connections suggests that 34 out of 65 water systems will need to increase their authorized connections (and possibly develop new groundwater sources)to meet future demand15. Therefore, summing of WDOH authorized connections cannot be used to provide an accurate estimate of future water use at full buildout. Estimation of Group A current water use is presented in the Appendix H update (Attachment A),In addition to evaluating authorized capacities of Group A water 95 There are six water systems that have the future estimate is lower than the existing number of connections.This likely reflects the water system boundary not being accurate. WRIA 14 Land Capacity Analysis Mott MacDonald Page 10 of 12 systems to accommodate future growth, Mott MacDonald provides the following observations about UGA's as they represent concentrated areas served by one or more water systems. Shelton UGA The Shelton UGA is currently served by the City of Shelton Group A water system and 11 smaller Group A water systems. There are currently 501 residentially zoned properties within the UGA that are served by PE/Group B wells—all of which are assumed to convert over to Group A water supply by the time that full buildout is achieved. The City's future water system boundary will include the entire Shelton UGA plus the Goldsborough Heights area to the west of Shelton (proposed to be annexed into the City). WDOH does not provide numbers of authorized connections for the City's water system; however, the City's Draft 2021 Water System Comprehensive Plan Update (City of Shelton, 2021) includes a limiting capacity analysis and estimates a firm source capacity of 14,190 equivalent residential units in the year 2041. The water system plan shows that the City is planning to meet expected future water demand. Mott MacDonald's LCA suggests that future growth within currently unincorporated portions of the Shelton UGA could add 3,987 residential units at full buildout. The LCA assumes that dwellings within the unincorporated UGA currently served by PE/Group B wells will ultimately be served by Group A water systems. Allyn UGA Mott MacDonald's LCA suggests that future growth within currently unincorporated portions of the Allyn could add 842 residential units at full buildout. There are currently about 126 residentially zoned properties within the UGA that are served by PE/Group B wells16—all of which are assumed to convert over to Group A water supply by the time that full buildout is achieved. WDOH data for the water systems serving the Allyn UGA is incomplete but it is our understanding that the three larger Group A water systems in the area are working to provide adequate water supply to support the future density in the UGA. 5.2 Group B Water Systems Mott MacDonald collected available data from WDOH for public water systems to evaluate the number of dwelling units currently served by Group B water systems. Table 5-2 lists 298 registered Group B systems within the study area, their respective subbbasins and UGA's (where applicable), current active connections (per WDOH data), current connections (per tracking performed by Mason County, who retains regulatory authority of approvals)and whether Mason County is aware of a water right associated with the water system. Discrepancies are evident between the WDOH and County databases (e.g. in some cases, current connections exceed approved connections). Table 5-3 summarizes the Group B systems by subbasin. Where a Group B system spans two subbasins, the values were assigned to only one subbasin. Relative to the total number of active connections (1,414), only a small portion (57) are associated with Group B water systems spanning two subbasins. The largest number of systems spanning two subbasins span the Case/Oakland subbasin boundary and totals 28 active connections.Another disparity is noted between WDOH and County data tracking Group B connections. WDOH data suggest 1,414 Group B connections within the study area, whereas the County's water service permit table suggests 1,195 dwelling units served by Group B water systems (Table 3-3). This discrepancy likely reflects unsynchronized tracking between regulatory entities, but makes no difference in estimating the potential for growth in dwellings using PE/Group B wells and associated water use when parcels served by PE and Group B wells are combined. 96 Estimation of properties served by PE/Group B wells is considered highly approximate for the Allyn subbasin due to poor available delineations of Group A service areas. WRIA 14 Land Capacity Analysis Mott MacDonald Page 11 of 12 6 References BERK Consulting, 2021. Belfair Land Capacity Analysis Methodolopy. Appendix D of Mason County Belfair Urban Growth Area Draft EIS. https://masoncountywa.gov/community-services/belfair-eis/docs/DEIS-D-April- 2021.pdf Ecology, 2022. Watershed Restoration and Enhancement Plan, WRIA 14, Kennedy-GoldsboroughWatershed. Publication 22-11-016 dated March 1, 2022. nuP5://apl)s.ecuIuUy.wa.gUv„ UUllUauUnsi6ummaryPages/2211016.htmI HDR, 2020. WRIA 14 Permit-Exempt Growth and Consumptive Use Summary. Presented as"Appendix H" in Ecology 2022. Technical memorandum from Chad Wiseman and Malia Bassett (HDR)to Angela Johnson (Department of Ecology). OFM (Office of Financial Management). 2020. 2020 Census. https://ofm.wa.gov/washington-data- research/population-demographics/decennial-census/2020-census OFM 2023. Special WRIA 14/Mason County population statistics. Personal correspondence. City of Shelton, 2021. July 2021 Water Comprehensive Plan Update. https://www.sheltonwa.gov/government/del)artments/public works/water/water system comprehensive plan update.php WRIA 14 Land Capacity Analysis Mott MacDonald Page 12 of 12 7 List of Attachments Table 3-1 a: Zoning Density and Subbasin coverage Table 3-1 b: Future Dwelling Units by Zoning Type and Subbasin Table 3-2. Summary of Critical Areas by Subbasin Table 3-3: Comparison of Currently Developed Parcels to Maximum Future Parcels Served by PE or Group B Wells Table 4-1: Comparison of Households Estimated by OFM to Land Capacity Analysis Dwelling Units (for Areas Outside UGA's) Table 5-1: WDOH Active Group A Community Water Systems in WRIA 14 Table 5-2: Group B Community Water Systems in WRIA 14 Table 5-3: Summary of Group B Community Water Systems by Subbasin Figure 3-1: WRIA 14 Existing Water Sources Figure 3-2: WRIA 14 Existing Residential DwellingUnits on PE or Group B Wells Figure 3-3: WRIA 14 Future Residential Dwelling Units on PE or Group B Wells Attachment A-Appendix H Water Use Update WRIA 14 Land Capacity Analysis Table 3-1a:Zoning Density and Subbasin coverage C c o in aYi o . D a J o m E Q ofQ 6- N 0 Y Q 0 (n Rural Zoning Agricultural Resource Lands AGR 0.1 10 0.0% 1.8% 0.0% 0.0% 1.6% 2.6% 1.4% 0.6% 4.3% Inholding Lands IH Varies Varies 0.3% 2.8% 0.0% 0.0% 0.0% 1.2% 0.0% 0.0% 0.2% Long Term Commercial Forest LTCF 0.0125 80 19.6% 53.1% 0.0% 3.4% 6.7% 39.0% 1.0% 0.0% 34.6% Rural Multi Family RMF 0.11 5 0.0% 0.0% 0.0% 0.2% 0.0% 0.0% 0.0% 0.0% 0.1% Rural Residential 10 Acres RR10 0.1 10 6.4% 1.9% 11.4% 7.5% 11.7% 7.7% 120.5% 1.9% 8.0% Rural Residential 2.5 Acres RR2.5 0.4 2.5 0.0% 0.0% 0.0% 2.5% 0.0% 0.0% 0.0% 0.0% 0.4% Rural Residential 20 Acres RR20 0.05 20 30.2% 20.7% 17.5% 25.4% 26.8% 3.4% 29.8% 60.1% 12.6% Rural Residential 5 Acres RR5 0.2 5 33.6% 9.7% 58.7% 52.2% 49.0% 42.2% 34.3% 15.6% 34.7% UGA Zoning Mixed Use MU 12 0.083 - - - 0.6% - - - - - - - - - 0.0% 0.1% 0.4% --- Neighborhood Residential NR 4 0.25 - - - 0.3% - - - - - - - - - 0.0% 4.2% 5.9% --- Single Family Residential R-1 4 0.25 0.5% - - - - - - 0.0% - - - - - - - - - --- --- Residential Platted R-1 P 6 0.167 1.4% - - - - - - 0.3% - - - - - - - - - --- --- Residential Recreational R-1 R 5 0.2 0.3% - - - - - - 0.4% - - - - - - - - - --- --- Multi Family Medium Density Residential R-2 10 0.1 0.2% - - - - - - 0.0% - - - - - - - - - --- --- Multi Family High Density Residential R-3 20 0.05 0.1% - - - - - - 0.0% - - - - - - - - - --- Totals Totals 92.5% 90.9% 87.6% 91.9% 95.7% 96.4% 91.3% 84.5% 94.9% NOTES: Totals indicate the percent of each subbasin associated with rural residentidal zoning. Incorporated areas were excluded. Unnaccounted areas include other zoning types: commercial, industrial), rights of way and water areas. Goldsborough, Mill, Oakland and Oakland -Johns Creek sub basins are partially inside City of Shelton.Those areas are excluded from this analysis. Only the portions of Kennedy and Skookum subbasins inside Mason County are included in these statistics. Inholding Lands density described in Section 3.3 Table 3-1b: Future Dwelling Units by Zoning Type and Subbasin O ca E O U — O c6 — C O cn O O Q — O U N N Q E O U _ O Q Q Q N O Y Q O (� Rural Zoning Agricultural Resource Lands AGR 0.1 10 3 57 0 0 1 47 44 6 86 Inholding Lands IH Varies Varies 2 328 0 0 0 75 0 0 4 Long Term Commercial Forest LTCF 0.0125 80 0 184 0 0 1 81 0 0 65 Rural Multi Family RMF 0.11 5 0 0 0 56 0 0 0 0 34 Rural Residential 10 Acres RR10 0.1 10 502 114 128 81 41 150 533 13 159 Rural Residential 2.5 Acres RR2.5 0.4 2.5 0 0 0 492 0 3 0 0 29 Rural Residential 20 Acres RR20 0.05 20 170 370 166 101 38 60 194 116 149 Rural Residential 5 Acres RR5 0.2 5 5,067 984 2,650 3,399 393 2,512 6,784 400 2,429 UGA Zoning Mixed Use MU 12 0.083 - - - 1,004 - - - - - - - - - 145 206 62 - - - Neighborhood Residential NR 4 0.25 - - - 225 - - - - - - - - - 131 2,951 747 - - - Single Family Residential R-1 4 0.25 235 - - - - - - 0 - - - - - - - - - - - - - - - Residential Platted R-1 P 6 0.167 1,002 - - - - - - 99 - - - - - - - - - - - - - - - Residential Recreational R-1 R 5 0.2 321 - - - - - - 126 - - - - - - - - - - - - - - - Multi Family Medium Density Residential R-2 10 0.1 338 - - - - - - 0 - - - - - - - - - - - - - - - Multi Family High Density Residential R-3 20 0.05 442 - - - - - - 0 - - - - - - - - - - - - Totals Totals 8,082 3,266 2,944 4,354 474 3,204 10,712 1,344 2,955 NOTES: Incorporated areas were excluded. Unnaccounted areas include other zoning types: commercial, industrial), rights of way and water areas. Goldsborough, Mill, Oakland and Oakland -Johns Creek sub basins are partially inside City of Shelton. Those areas are excluded from this analysis. Only the portions of Kennedy and Skookum subbasins inside Mason County are included in these statistics. Inholding Lands density described in Section 3.3 Table 3-2.Summary of Critical Areas by Subbasin Parcels with Percent Parcels Percent ParcelsPercent Parcels with >25% in Percent Parcels Possible with >25% Within 200 feet Residential FEMA Flood WDNR of Ecology with Steep Stream/Lake Slopes Use* Area Lake/Wetland Buffer Case 7,095 5.7% 31.9% 42.2% 95.7% Goldsborough 1,714 13.6% 24.2% 42.5% 84.9% Harstine 2,495 2.2% 19.0% 41.9% 95.1% Hood 4,233 16.1% 29.2% 34.2% 95.9% Kennedy 383 4.2% 34.2% 57.7% 92.2% Mill 2,647 7.6% 17.0% 35.5% 81.9% Oakland 8,093 6.3% 24.2% 36.7% 81.1% Oakland -Johns Creek 827 11.0% 11.9% 27.0% 61.3% Skookum 2,521 4.2% 25.6% 38.6% 79.7% Total 30,008 1 7.7% 25.6% 1 38.5% 1 87.6% *These are all parcels in a subbasin that could have residential use based on zoning. UGA's and Group A service areas are included,with the exception of the Shelton incorporated area. Table 3-3: Comparison of Currently Developed Parcels to Maximum Future Parcels Served by PE or Group B Wells Current Condition Buildout(UGA Wells=>Group A)3 Buildout(UGA wells remain PE or Group B)4 Maximum Maximum Maximum Maximum Maximum Maximum Residential Increase in Percent Residential Increase in Percent Sub-Basin Current Dwelling Units Served by Units Housing units Growth in Units Housing units Growth in Wells Served b Served b Y Served by Units Served Y Served by Units Served Wells' Wells by Wells ` pll-' Wells by Wells Total PE Group B w/in UGA' Case 2,458 2,193 265 125* 3,839 1,381 56% 3,964 1,506 61% Goldsborough 589 577 12 28** 1,719 1,130 192% 1,747 1,158 197% Harstine 829 781 48 0 2,075 1,246 150% 2,075 1,246 150% Hood 880 610 270 6* 1,358 478 54% 1,364 484 55% Kennedy 179 166 12 0 441 262 146% 441 262 146% Mill 1,589 1,443 146 9** 2,810 1,221 77% 2,819 1,230 77% Oakland 2,271 2,004 267 393** 3,673 1,402 62% ,066 1,795 79% Oakland -Johns Creek 323 233 90 66** 472 149 46% 538 215 57% Skookum 1,005 909 85 0 2,227 1,222 122% 2,227 1,222 122% Total 110,12318,9161 1,195 1 627 1 18,614 8,491 84% 19,241 9,118 90% NOTES: Group A service area boundaries and incorporated areas are not included in sub-basin statistics. Summary does not eliminate 1Parcels located within unincorporated UGA's can be supported by either PE or Group B wells. 'Assumes all parcels will be subdivided to maximum capacity allowed by current zoning. 3Assumes that all unincorporated UGA parcels currently served by PE/Group B wells will be served by Group A water systems. 4Assumes that all unincorporated UGA parcels currently served by PE/Group B wells will remain as such (unlikely scenario). * Many PE and Group B wells in this UGA will ultimately be incorporated into the Allyn Group A water system ** Many PE and Group B wells in this UGA will ultimately be incorporated into Group A water systems in the Shelton area. Table 4-1: Comparison of Households Estimated by OFM to Land Capacity Analysis Dwelling Units(for Areas Outside UGA's) Currently Developed Parcels from Land Capacity Analysis OFM 2020 Census Based Ratio of OFM Population Estimates Households Total to LCA Total PE Group B Group Az Dwelling Population Households' Dwelling Sub-Basin Non-Group A Units Units Case 2,071 262 2,333 1,541 3,874 6,055 2,422 63% Goldsborough 549 12 561 244 805 3,260 1,304 162% Harstine 781 48 829 644 1,473 1,591 636 43% Hood 609 265 874 1,739 2,613 3,633 1,453 56% Kennedy 166 12 178 27 205 455 182 89% Mill 1,434 146 1,580 118 1,698 4,148 1,659 98% Oakland 1,685 193 1,878 2,968 4,846 8,004 3,202 66% Oakland -Johns Creek 180 77 257 54 311 900 360 116% Skookum 909 72 981 667 1,648 3,777 1,511 92% Total 8,384 1,087 9,471 8,002 17,473 31,824 12,729 73% ' Households z population/2.5 Z Limited to areas served by Group A wells outside UGA's. Both PE and Group B categories include two-party wells, as discussed in report Section 3-2. Table 5-1:WDOH Active Group A Community Water Systems in WRIA 14 Ratio of LCA Percent of Current Developed Current Total Percent of Total Future Current Approved Active Approved Approved Units at Full Growth aJ Available Parcels to Services Subbasin UGA o Connections Connections Connections Buildout of Units z Per WDOH Connections (WDOH) Approved in Use (from LCA) Needed at ID Water System Connections Full Buildout 00510 AGATE BEACH 25 0 25 76% 100% 61 36 244% Oakland 51920 UNION 251 10 261 96% 96% 385 124 148% Hood H 18637 VUECREST 35 1 36 92% 97% 49 13 136% 1 Hood H 32820 HIGH LAND PARK 72 0 1 72 103% 1 100% 97 1 25 135% Case,Hood 89055 TRAILS END WATER DISTRICT 223 31 254 102% 88% 334 80 131% Case Hood 05534 BELLWOODA 65 0 65 111% 100% 80 15 123% Case Hood 45400 LAKEWOOD MANOR ASSOCIATION 21 1 22 118% 95% 27 5 123% Hood 13701 HIPMA 29 2 31 81% 94% 38 7 123% Haotine 03463 CURRIES LANDING 23 0 23 100% 100% 28 5 122% skookum 01050 ALDERBROOK WATER CO 504 132 636 84% 79% 766 130 120% Case Hood 48300 MASON COUNTY LOST LAKE 85 8 93 88% 91% 111 18 119% Goldsbo—gh 91900 VIEWCREST BEACH 22 0 22 91% 100% 26 4 118% Oakland 31565 HARSTI NE ISLAND ESTATES ASSN 59 21 80 76% 74% 94 14 118% 1 Hamune 05350 BELFAIR WATER DISTRICT 1 559 12 571 62% 98% 655 84 115% Hood H 78620 Shorecrest Estates Water Cc 582 98 680 69% 86% 766 86 113% Oakland 31569 HARTSTENE POINTE 445 53 498 93% 89% 556 58 112% Harstine 66700 PEBBLE BEACH 35 0 35 83% 100% 39 4 111% Hood 00153 TWANOH HEIGHTS COMMUNITY CLUB 47 28 75 67% 63% 83 8 111% Hood 19095 DETROITWATER SERVICE ASSN 30 0 30 97% 100% 33 3 110% Case 32735 HIGHLAND ESTATES 44 0 44 102% 100% 48 4 109% skookum 17999 LAKEWOOD HEIGHTS 61 13 74 84% 82% 80 6 108% Hood 11914 CEDAR GROVE 55 33 88 55% 63% 93 5 106% JO.kI.nd 75027 RUSTLEWOOD 145 16 161 92% 90% 167 6 104% Case 56780 MOUNTAINSHORES 30 9 39 82% 77% 40 1 103% case 70791 RAINBOW LAKE 67 6 73 96% 92% 74 1 101% Oakland 10751 TWANOH FALLS BEACH CLUB 397 0 397 80% 100% 402 5 101% Hood 02857 ARCADIA ESTATES 44 20 64 91% 69% 64 0 100% Mill 37595 KAMILCHE SHORES 26 2 28 93% 93% 28 0 100% Kennedy 05793 MADRONA PARK 20 13 33 85% 61% 33 0 100% skookum 13594 SHADOWOOD 82 4 86 97% 95% 86 0 100% Mill,Skookum 82963 SPENCER GLEN 23 7 30 80% 77% 30 0 100% Oakland 24713 FAWN LAKE MAINTENANCE COMM 423 66 489 89% 87% 487 -2 100% skookum 89150 TREASURE ISLAND COUNTRY CLUB 229 26 255 85% 90% 251 -4 98% case 31572 HARSTENE RETREAT 30 18 48 58% 63% 47 -1 98% Hine 67740 PIRATES COVE COUNTRY CLUB 77 17 94 81% 82% 90 -4 96% case 61129 THREE FINGERS 48 32 80 69% 60% 75 -5 94% case 23294 EMERALD LAKE 139 16 155 78% 90% 144 -11 93% Oakland 02715 DAYTON TRAILS 58 10 68 87% 85% 62 -6 91% Goldsborough 06553 UNION RIDGE 37 15 52 42% 71% 47 -5 90% 1 Hood H 60190 TWANOH TERRACE WATER CO 30 9 39 74% 77% 35 -4 90% Hood 04852 BAY EAST 40 8 48 81% 83% 43 -5 90% skookum 98128 WONDERLAND WATER COMPANY 34 8 42 86% 81% 37 -5 88% Oakland 86040 SUNSET BEACH 71 28 99 74% 72% 86 -13 87% Hood 66146 PARKSHORE ESTATES 66 33 99 70% 67% 83 -16 84% Case OLYMPIC VISTA CLUB COMMUNITY 63655 WATER 25 17 42 57% 60% 34 -8 81% Hood 66125 PARADISE ESTATES 212 64 276 72% 77% 215 -61 78% case 34050 HOOD CANAL 126 104 230 43% 55% 169 -61 73% Hood 11030 CANYONWOOD BEACH WATER SUPPLY 19 47 66 30% 29% 46 -20 70% Harstine 04900 BAYSHORE 40 3 43 40% 93% 22 -21 51% Oakland 37590 KAMILCHE POINT COMMUNITY CLUB 28 3 31 45% 90% 14 -17 45% Skookum 93063 WASHINGTON CORRECTIONS CENTER 749 291 1040 0% 72% 1 -1039 0% Goldsborough E 68790 PORT OF ALLYN 29 107 136 11% 35% 11 -125 C Case Allyn F 01695 ALLYN SHOPPING CENTER 38 71 109 83% 35% 531 422 487% case Allyn 45090 LAKELAND VILLAGE WATER 881 94 975 93% 90% 1077 102 110% case,Hood Allyn AC551 Allyn Carey 14 0 14 0% 100% -14 Case Allyn F Goldsborough, 78170 SHELTON CITY OF 3,985 B B Mill,Oakland, Shelton Oakland-Johns Creek 24154 EVERGREEN MOBILE HOMEOWNERS CO-OP 50 A 22 A Oakland Shelton D 03224 HIAPARK 38 0 38 197% 100% 83 45 218% Oakland Shelton G 62675 OAK PARK 227 13 240 93% 95% 277 37 115% Oakland-Johns creek Shelton 70755 RAE LAKE 36 4 40 98% 90% 42 2 105% Oakland Shelton 36180 ISLAND LAKE MANOR 74 1 75 99% 99% 78 3 104% Oakland Shelton 83408 SPRINGWOOD 32 0 32 103% 100% 33 1 103% Oakland Shelton 12560 CHERRY PARK 32 2 34 100% 94% 35 1 103% Oakland Shelton 98184 WOODLAND MANOR 64 1 65 97% 98% 65 0 100% Oakland Shelton AC152 NEW PINE ACRES 16 11 27 48% 59% 24 -3 89% Goldsborough Shelton 01213 22 6 28 68% 79% 18 -10 64% Oakland-Johns Shelton RHODODENDRON PLACE creek 32660 HIDDEN HAVEN MOBILE HOME PARK 76 1 77 3% 99% 1 5 1 -72 1 6% Oakland Shelton D 44150 LAKE LIMERICKWATER 1,199 A 1374 1 A A 10,ki,nd 45480 LAKEWOOD COMMUNITY 24 A 35 A A Hood 88370 TIMBERLAKE COMMUNITY CLUB INC 1,307 A 1334 A A Oakland 06794 BLUE BEAR PARK 44 A 1 A A Mill p TOTALS 1 14,776 1 1,646 9,812 1 12,406 126% NOTES: A:Approved Connection data not available from WDOH B:The Shelton Water System has extensive planning documents projecting capacity for 14,190 residential units in the year 2041. C:Data received from WDOH indicated that Port of Allyn was a TNC water system but the online viewer shows it as Community.The Water system boundary is outdated and does not cover the areas that they are starting to serve north of thei r existing water service area polygon. D:Mobile home park E:Washington Corrections Center F:Boundary Inaccurate or missing from dataset G:According to the County's data,Some of this area is served by smaller Group B systems. H:Water System is only partially inside WRIA 14. Table 5-2: Group B Community Water Systems in WRIA 14 Current Total Active Approved Water Right ID Water System Subbasin UGA Status Data Connections Connections Per WDOH (Mason Co) (Mason Co) 02511 LEPSOES COMMUNITY WATER SUPPLY SYS 10 4 Case N Act PE 08320 RETREAT LANE 9 8 Case N Act PE 84630 STRETCH ISLAND 9 6 Case N Act PE 27093 VETTERS 8 8 Case N Act PE 36340 COUNTRY LANE 8 8 Case N Act PE 62490 KRABBENHOFT WELL 7 8 Case N Act WR 01587 DEER HAVEN#1 6 6 Case N Act PE 06221 NORTH BAY HEIGHTS#1 6 6 Case N Act PE 06222 NORTH BAY HEIGHTS#2 6 6 Case N Act PE 06468 DEER HAVEN 42 6 6 Case N Act PE 07812 OAKDALE 2 6 6 Case N Act PE 07635 BOLLEN 5 5 Case N Act PE 08095 SHERWOOD CREEK 5 4 Case Y Act WR 13946 BERGSTROM,WHITE,JOHNSON 5 5 Case N Act PE 67287 PICKERING WATER FRONT 5 2 Case N Act PE 00342 CRONQUIST ROAD 4 4 Case N Act PE 01742 WILSON I 4 4 Case N Act PE 04704 JOLLY,JIM 4 3 Case N Act PE 00562 EAST STADIUM BEACH#690 3 1 Case N Act PE 04777 OLYMPIA YACHT CLUB OUTSTATION 3 1 Case N Act PE 17600 D G T G O C 3 3 Case N Act PE 17701 MC NUTT ESTATES 3 2 Case N Act PE 47607 GOTAAS 3 5 Case N Act PE 62515 NUT TREE ACRES 3 4 Case N Act PE 78225 SHERWOOD PARK DIV 1 3 10 Case N Act PE AC871 Henderson 3 2 Case N Act PE 04878 FRANJO 78101 4 4 Case N Act PE 05823 COMMUNITY CLUB ROAD 4 PARTY 4 4 Case N Act PE 07823 DEER HAVEN#5 4 4 Case N Act PE 07950 LAM,SCOTT 4 4 Case N Act PE 08048 ISLAND VIEW ESTATES 4 4 Case N Act PE 05107 HAPPY TRAILS WELL 2 4 Case, Hood N Act PE AA310 NORTH BAY HEIGHTS#8 5 5 Case N Act PE 02694 PICKERING VIEW#334 7 5 Case N Act PE 02709 WALKERS LANDING 6 6 Case N Act PE 03067 HIDDEN HORSE HOMEOWNERS WELL 6 4 Case,Oakland N Act PE 04079 COLD WATER 6 6 Case N Act PE 07785 OAKDALE 3 6 6 Case N Act PE 07822 DEER HAVEN#4 6 6 Case N Act PE 08046 NORTH BAY HEIGHTS#5 6 6 Case N Act PE 08047 NORTH BAY HEIGHTS#6 6 6 Case N Act PE 08127 SPENCER PARK 2 6 4 Case N Act PE AA309 NORTH BAY HEIGHTS#7 6 6 Case N Act PE AB644 SUNSET HEIGHTS 15 6 6 Case, Hood N Act PE Page 1 of 7 Table 5-2: Group B Community Water Systems in WRIA 14 Current Total Active Approved Water Right ID Water System Subbasin UGA Status Data Connections Connections Per WDOH (Mason Co) (Mason Co) 04400 OAKDALE 1 5 6 Case N Act PE 13571 KRAMER,PHIL 5 4 Case N Act PE AB297 JARRETT#1 5 6 Case,Oakland N Act PE AB587 JARRETT#2 5 6 Case N Act PE 03628 NORTAC 4 4 Case N Act PE 06775 PICKERING PASSAGE#2 4 6 Case N Act PE 07656 NORTH BAY HEIGHTS#3 4 3 Case N Act PE 07786 OAKDALE 4 4 6 Case N Act PE 13664 FLORES 4 4 Case,Oakland N Act PE 67286 PICKERING PASSAGE#1 4 4 Case N Act PE 07187 DEER HAVEN#3 2 6 Case N Act PE AB062 SUNSET HEIGHTS 14 2 6 Case, Hood N Act PE AC335 MECKLEM 2 6 Case N Act PE 02565 DAWN 8 8 Case N Act PE 63640 SKYVIEW 8 8 Case,Oakland N Act PE AB655 MARINERS REACH 7 9 Case N Act WR 05126 JADE DRIVE 6 8 Case N Act PE 37351 SPENCER RIDGE 6 6 Case,Oakland N Act PE 45291 GREAT GRAPE 6 6 Case N Act PE 04211 JOSHUA WELL SYSTEM 8 8 Case N Act WR 03555 WEST COAST LATVIAN EDUCATION 7 3 Goldsborough N Act PE 65913 IPANHANDLE LAKE 4H CAMP 5 1 Goldsborough N Act PE 76665 Dragon 3 2 Goldsborough N Act PE 05941 EAST DEEGAN VIEW ESTATES 2 4 Goldsborough Y Act PE 05569 101 EXCHANGE 2 3 Goldsborough Y Act PE 54788 COLEMAN WATER COMPANY 5 4 Goldsborough N Act PE 47636 LATVIAN VILLAGE 9 8 Goldsborough N Act WR 85960 SUNSET ACRES 9 8 Harstine N Act PE 05709 PEALE PASSAGE 5 4 Harstine N Act PE 05326 NOBLE 4 6 Harstine N Act WR 02275 GBH TRUST 3 6 Harstine N Act PE 27820 GLASER OYSTER COMPANY 3 4 Harstine N Act PE AB154 APRIL LANE 4 4 Harstine N Act WR 05097 TRACT 7 HARTSTENE ISLAND COMMUNITY 3 4 Harstine N Act PE AB925 STENSON 2 5 Harstine N Act PE 27971 SMITH 5 9 Harstine N Act WR 00069 1 MT OLYMPUS COMMUNITY 3 9 Harstine N Act PE AC1179 1 Harstine N Act ND 07735 BOOZE BAY WATER CO 12 12 Hood N Act PE 00806 RAUH 9 9 Hood N Act WR 08100 PEBBLE COVE 9 8 Hood N Act ND 66550 SOUTH SHORE 9 3 Hood N Act WR 05194 1 HAPPY HOLLOW ESTATES#1 16 16 Hood N Act PE 06160 1 HAPPY HOLLOW#2 6 1 6 Hood N Act PE Page 2 of 7 Table 5-2: Group B Community Water Systems in WRIA 14 Current Total Active Approved Water Right ID Water System Subbasin UGA Status Data Connections Connections Per WDOH (Mason Co) (Mason Co) 59010 DICK 6 6 Hood N Act PE 42946 KOHL K WATER 5 5 Hood N Act WR 04905 AMICK,ED 4 4 Hood N Act PE 04915 TRAILS ROAD#2 4 4 Hood N Act PE 05905 SHADY BEACH FOUR 4 4 Hood N Act PE 43191 KRUEGER 4 4 Hood N Act PE 05330 DELJEN 3 3 Hood N Act PE 06606 ST ANDREWS HOUSE 3 3 Hood N Act PE AC213 WILLS 3 6 Hood N Act PE 18795 DEW-JENSEN 2 3 Hood N Act PE 77705 SHADY BEACH WATER ASSN 2 2 Hood N Act PE AC087 HHS 3 3 Hood N Act PE 00440 OMEGA 4 4 Hood N Act PE AA132 PATHFINDER 4 4 Hood N Act PE AA596 HAPPY HOLLOW#3 4 4 Hood N Act PE AC039 HERITAGE 4 4 Hood N Act PE 08026 HAPPY HOME 5 6 Hood N Act PE 08211 SUNSET HEIGHTS 2 5 6 Hood N Act PE 40368 HAPPY HOLLOW WATER 5 4 Hood N Act PE 04591 WATER HOLE 3 5 Hood N Act PE 04706 DREAM LANE 6 6 Hood N Act PE 07073 SUNSET HEIGHTS 1 6 6 Hood N Act PE 07910 SUNSET HEIGHTS 4 6 6 Hood N Act PE 04042 RAZOR ROAD 3 5 6 Hood N Act PE 07714 SUNSET HEIGHTS 3 5 6 Hood N Act PE AA305 SUNSET HEIGHTS 6 5 7 Hood N Act PE AA355 SUNSET HEIGHTS 7 5 6 Hood N Act PE AA672 SUNSET HEIGHTS 10 5 6 Hood N Act PE 03942 RAZOR ROAD 1 4 6 Hood N Act PE 04049 RAZOR ROAD 2 4 6 Hood N Act PE 07715 SUNSET HEIGHTS 5 4 6 Hood N Act PE 08321 SUNSET HEIGHTS 8 4 6 Hood N Act PE AA673 SUNSET HEIGHTS 9 4 6 Hood N Act PE AB060 SUNSET HEIGHTS 12 4 6 Hood N Act PE 04299 RAZOR ROAD 4 3 4 Hood N Act PE AA306 SUNSET HEIGHTS 11 3 6 Hood N Act PE AB061 SUNSET HEIGHTS 13 2 6 Hood N Act PE 03735 RAZOR PLACE 5 6 Hood N Act PE AA766 OLYMPIC PALISADES 2 8 8 Hood N Act PE 36791 BELFAIR ACRE TRACTS#1 7 8 Hood N Act WR 07389 CEDAR BROOK 2 9 9 Hood N Act WR 43784 OLYMPIC PALISADES 1 9 8 Hood N Act WR 04607 JENN SWAY 8 8 Hood N Act PE 00208 ICEDAR BROOK HOMEOWNERS 1 7 9 Hood N Act WR Page 3 of 7 Table 5-2: Group B Community Water Systems in WRIA 14 Current Total Active Approved Water Right ID Water System Subbasin UGA Status Data Connections Connections Per WDOH (Mason Co) (Mason Co) 05504 EAGLE VISTA DRIVE 4 9 Hood N Act PE 06214 BLOOMFIELD ROAD 7 7 Kennedy N Act WR 13840 DAHMAN SHELLFISH 1 1 Kennedy N Act PE 60851 OYSTER BEACH 5 7 Kennedy N Act PE 51060 MAPLE BEACH ESTATES 13 6 Mill N Act PE 01136 SUNRISE#2 8 8 Mill N Act WR 02859 ARCADIA WATER SUPPLY 8 8 Mill,Skookum N Act ND 12236 CHANNEL POINT 8 8 Mill N Act WR 36706 ARCADIA WELL SYSTEM 8 8 Mill N Act PE 73170 ROBIN HOOD ESTATES 8 9 Mill N Act PE 00563 FREEMAN AND WARING WATER 6 8 Mill N Act WR 03396 FOX CIRCLE M 6 5 Mill N Act PE 04504 ARCADIA ACRES 6 6 Mill N Act PE 06704 CREEKSIDE 5 6 Mill N Act PE 08363 DELIGHT PARK 5 6 Mill N Act PE 00067 ISABELLA LOOP COMM 4 3 Mill N Act PE 03127 MCCOMB WAY 4 4 Mill N Act PE 05665 SOUTH SIDE 4 6 Mill N Act PE 07965 WILSON BINNSSWIGER 4 1 Mill N Act PE 14054 COLLETT WATER SUPPLY#1 4 4 Mill,Skookum N Act PE AC083 BELL WATER WORKS 4 5 Mill N Act PE 06861 CRAIG 3 4 Mill N Act PE 13692 FAN D B INVESTMENTS 3 6 Mill N Act PE 13851 DAVIDSONS 3 2 Mill N Act PE 92405 WALKER PARK 3 3 Mill N Act PE 03305 HAMMERSLEY SHORES 2 3 Mill,Skookum N Act PE 06332 Mason County Fire Dist 4 Station 6 2 2 Mill N Act PE 06349 K AND R DEVELOPMENT LLC 1 2 Mill N Act PE AA926 GOSPEL LIGHTHOUSE 2 2 Mill N Act PE 07674 MT ST HELENS EVERGREEN 3 3 Mill N Act PE 08315 HRS 3 3 Mill N Act PE 03897 KELLY FARM 4 4 Mill,Skookum N Act PE 03924 COLE ROAD DUPLEXES 4 4 Mill N Act PE 26733 WILSON WELL 4 9 Mill N Act PE AC038 ABUNDANT 4 4 Mill N Act PE 04454 SKARE,ALAN 3 3 Mill N Act PE 05192 JACKSON TIMBER 4 6 Mill N Act PE 06045 MILL CREEK 6 6 Mill N Act PE 07292 RAINIER VISTA 2 6 6 Mill N Act PE 13814 HOAM WATER 6 6 Mill N Act PE 02708 WEST SHADOW VALLEY COURT 5 6 Mill N Act PE 03372 STOREYBROOK ESTATES#2 5 9 Mill N Act PE 05098 IWIVELL ROAD 4 4 Mill N Act PE 40077 STOREYBROOK ESTATES#1 9 9 Mill N Act WR Page 4 of 7 Table 5-2: Group B Community Water Systems in WRIA 14 Current Total Active Approved Water Right ID Water System Subbasin UGA Status Data Connections Connections Per WDOH (Mason Co) (Mason Co) 13561 1 Mill N InAct ND 56050 MOORES 13 6 Oakland Y Act WR 13679 RIVEN DELL WATER ASSOCIATION 12 Oakland N Act ND 00600 AIRPORT HOME TRACTS 11 10 Oakland Y Act WR 00657 NORTH COVE ROAD 10 8 Oakland N Act WR 02423 MOORE PLAT-MOORE,GORDON B 8 8 Oakland N Act PE 05234 LAKE WOOD 8 9 Oakland Y Act PE 13616 STOCK-SOBOTKA#1 8 6 Oakland Y Act PE 13666 SYLVAN HEIGHTS 7 7 Oakland Y Act PE 04494 WILLOW BLUE LANE 6 6 Oakland N Act PE 04752 BLACK B 345 6 6 Oakland N Act PE 04757 BLACK C 346 6 6 Oakland N Act PE 05354 LAKE PARK NO. 1 6 6 Oakland Y Act PE 05917 CATFISH LAKE 1-341 6 6 Oakland N Act PE 05918 CATFISH 2-342 6 6 Oakland N Act PE 07890 DEER CREEK ESTATES 6 5 Oakland N Act PE 13641 STOCK-SOBOTKA#2 6 8 Oakland Y Act PE 13711 FOREST GLEN 6 4 Oakland N Act PE 37331 SNOW CREST LANE 6 8 Oakland N Act WR 65114 TIFFANY 6 6 Oakland Y Act WR 06078 CHURCH POINT 5 5 Oakland N Act WR 13763 FREDSON-MANKE 5 5 Oakland N Act PE 36824 SHORT PLATT 382 5 4 Oakland N Act PE 13597 FOUR 4 4 Oakland N Act PE 13869 TATE,GARY 4 1 Oakland N Act PE 00321 SHELTON SPRINGS ROAD 3 3 Oakland Y Act WR 00437 CLARK 3 4 Oakland N Act PE 05434 SMITH JR. 2 4 Oakland N Act PE 06159 SHELTON DANCE CENTER 2 1 Oakland Y Act PE 06203 SHELTON CHURCH OF THE NAZARENE 2 2 Oakland Y Act PE 07526 BOATKEEPERS 2 1 Oakland N Act PE AC072 TIMBERLAND CHAPEL 2 2 Oakland N Act PE 02651 MAPLE BEACH 1 1 Oakland N Act WR 45286 Wicked Delights Bakery 1 Oakland N Act ND AB299 B& B WATER 5 1 Oakland N Act PE 10843 CENTRAL SHOP 1 0 Oakland N Act PE AB641 WEBER 2 1 Oakland N Act PE AA677 MANKE GRAVEL MINE 1 2 Oakland N Act WR 04215 DUCK COVE 3 3 Oakland N Act PE 07189 TIMBERDOODLE 3 1 Oakland N Act PE 07951 ALLEN 3 2 Oakland Y Act PE 07128 LIBBY ACRES 4 5 Oakland N Act PE AC084 IMONTGOMERY 4 4 Oakland N Act PE AC333 OAKLAND BAY 4 4 Oakland N Act PE Page 5 of 7 Table 5-2: Group B Community Water Systems in WRIA 14 Current Total Active Approved Water Right ID Water System Subbasin UGA Status Data Connections Connections Per WDOH (Mason Co) (Mason Co) 03131 East Agate Road Assoc 3 2 Oakland N Act PE 08851 HALBERG WATER 3 4 Oakland N Act PE 23976 BAR-RUG WATER COMPANY 3 4 Oakland N Act PE AB906 PICKERING SPENCER LAKE 3 Oakland N Act ND 07384 AUSETH LANE 2 4 Oakland N Act PE AB646 BRADY BARK YARD 2 4 Oakland Y Act PE AC391 WABACOPE 3 5 Oakland N Act PE AC798 ROOS 1 2 Oakland N Act PE 03722 ANTHONY ROAD NORTH 7 6 Oakland N Act WR 02297 MCREAVY ROAD 6 8 Oakland N Act WR 03723 ANTHONY ROAD SOUTH 6 4 Oakland N Act WR 04224 TWO JACKIES 6 6 Oakland N Act PE 06342 PINE HOLLOW 6 4 Oakland N Act PE AB063 HAMMERSLEY REACH 6 6 Oakland N Act PE 04013 SPENCER HEIGHTS 5 2 Oakland N Act PE 04482 SUNSET SHORES 5 6 Oakland N Act PE AB366 FROG ACRES 5 6 Oakland Y Act PE 07435 JUNO COURT 3 2 Oakland N Act PE 07380 CAPE HORN 2 6 Oakland N Act PE 04904 PINE TREE COVE 2 3 2 Oakland N Act PE 06302 CAPITAL VILLAGE B 8 8 Oakland Y Act PE AB713 HAMMERSLEY 4 1 Oakland N Act PE 08368 BRIGGS 9 6 Oakland N Act PE 54179 PINE TREE COVE 1 9 9 Oakland N Act PE 22618 SPENCER WOOD 7 8 Oakland N Act PE 36805 Johns Prairie 3 4 Oakland Y Act PE 05983 2 Oakland N InAct ND 05984 0 Oakland N InAct ND 00802 HELLICKSON WATER 6 8 Oakland-Johns Creek N Act ND 02630 RAINIER PLACE 6 6 Oakland-Johns Creek N Act PE 04677 D AN D D 2 6 6 Oakland-Johns Creek Y Act PE 04679 D AN D D 1-5 6 6 Oakland-Johns Creek Y Act PE 05920 PINE PARK#2 6 6 Oakland-Johns Creek Y Act PE 02502 STONE WAY UTILITY 4 4 Oakland-Johns Creek Y Act PE 05624 SNOWY OWL#1 3 6 Oakland-Johns Creek N Act PE 13961 JOHNSON. 1 6 Oakland-Johns Creek Y Act PE AB645 AAP 2 2 Oakland-Johns Creek N Act PE AC963 MASON FIRE DISTRICT#9 STATION#2 2 2 Oakland-Johns Creek N Act PE 07655 RIDGE CREEK 3 3 Oakland-Johns Creek Y Act PE 02782 STONE BRIAR#1 6 6 Oakland-Johns Creek N Act PE 02783 STONE BRIAR#2 6 6 Oakland-Johns Creek N Act PE 02784 STONE BRIAR#3 6 6 Oakland-Johns Creek N Act PE 03655 IROLLING HILLS 6 6 Oakland-Johns Creek N Act PE 06588 SNOWY OWL#2 6 6 Oakland-Johns Creek N Act PE Page 6 of 7 Table 5-2: Group B Community Water Systems in WRIA 14 Current Total Active Approved Water Right ID Water System Subbasin UGA Status Data Connections Connections Per WDOH (Mason Co) (Mason Co) 08309 SNOWY OWL#4 6 6 Oakland-Johns Creek N Act PE 08310 SNOWY OWL#7 6 6 Oakland-Johns Creek N Act PE 08311 SNOWY OWL#5 6 6 Oakland-Johns Creek N Act PE 08312 SNOWY OWL#6 6 6 Oakland-Johns Creek N Act PE 05623 SNOWY OWL#3 3 6 Oakland-Johns Creek N Act PE 07878 D AN D D 4 2 6 Oakland-Johns Creek Y Act PE AB852 BK 2 2 Oakland-Johns Creek Y Act PE 87210 JAFBRO ASSOCIATES 10 Skookum N Act ND 05169 MAPLE WOOD LANE COMMUNITY 6 8 Skookum N Act PE 05705 SKOOKUM INLET 6 6 Skookum N Act PE 06142 MEADOWS APTS-HURLEY WALDRIP 6 6 Skookum N Act PE 02772 CEDAR HILL HOME OWNERS 5 5 Skookum N Act PE 04647 CLINTS WATERING HOLE 5 5 Skookum N Act WR 13827 HOME MEAT SERVICE 3 2 Skookum N Act PE 05120 WASHINGTON HOME CENTER 2 1 Skookum N Act PE AC116 SYLVAN PET LODGE 2 2 Skookum N Act PE 79780 SKOOKUM BAY OYSTER CO 1 1 Skookum N Act PE AB244 LITTLE SKOOKUM COMMUNITY CLUB 1 2 Skookum N Act PE 28395 Moose Lodge 2 Skookum N Act ND AB209 MILLIGAN WATER 2 1 Skookum N Act PE AA060 BURKE WATER 1 1 Skookum N Act PE 05309 WILLIE 3 3 Skookum N Act PE 07244 VERLES 3 1 Skookum N Act PE AB342 HOYSER 3 3 Skookum N Act PE 60407 CADIA WOODS 5 5 Skookum N Act PE 03784 ARCADIA POINT 4 4 Skookum N Act WR 04731 WILLOW RIDGE 4 4 Skookum N Act PE 03307 ELKRIDGE 3 4 Skookum N Act PE AA930 TAYLOR TOWNE#1 2 4 Skookum N Act PE 05543 TOTTEN ESTATES#1 1 4 Skookum N Act PE 05544 TOTTEN ESTATES#2 1 4 Skookum N Act PE 05585 RAVEN CREST 3 4 Skookum N Act PE 63627 SKOOKUM WATER 7 7 Skookum N Act PE 49134 1HARBORVIEW 8 7 Skookum N Act PE 1395 1442 NOTES: 1Maximum use calculated based on Mason County databases. Out of 298 Group B water systems listed,34 are flagged by the County as having evidence of a water right and 252 are flagged as permit exempt wells. Numbers of approved connections maintained by Mason County(rather than WDOH). PE Permit Exempt Source Information Found WR Evidence of Water Right Permit Found ND No Data/Information Not on File Page 7 of 7 Table 5-3: Summary of Group B Community Water Systems by Subbasin Number of Total Number of Group B's Total Group Current Active Approved Group B with water B's Permit- Connections Connections Subbasin Systems rights Exempt Per WDOH (Mason Co) Case 64 4 60 330 337 Goldsborough 7 1 6 33 25 Harstine 11 3 7 42 59 Hood 51 7 43 260 294 Kennedy 3 1 2 13 15 Mill 41 4 35 195 207 Oakland 71 11 53 336 300 Oakland -Johns Creek 23 0 22 106 123 Skookum 27 2 23 99 94 Total' 298 33 251 1,414 1,454 'When a Group B water system served parcels spanning more than one subbasin,the water system was asigned only one subbasin for the purposes of this table. See Table 5-2 for systems that span multiple subbasins. C:\Users\REN97143\Mott MacDonald\Mason County Water Use Analysis-Proposal Pro'ect-Do\GIS\Pro Anal sis\Pro Anal sis.a rx Existin WaterLa out Tabloid 12/17/2023 Nood anal Hood Case e� - Gte °m 5r D ma SkOk Schumacher Creek 0/)7,'sh a , Oakland O� i i C i perry Gran r Q) v Creek m n -J k Co ct _� V)�g � Johns Creek � -. Q W � Q \ m � _ o Oakland Oaklan i Harstine \ Goldsborough n CarTrl Cree- k \ k qh Ca V, Ham—mersleyYnlet m , ae I 1..G0 0e� ) I ROck c'ek Isabella / Lake I / Mill Skookum �o / S rk I Kennedy c ---------------------------- /-1 _ I a e�aea� ----------I CIO CreeK PerN Current Water Source A(Inside Service Area) B(County Database) PE(County Database or Inferred by Building Value) [ No Water Source/Undeveloped Forest Legacy Program Parcels Incorporated Areas and UGAs Figure 3-1 WRIA 14 Subbasins WRIA 14 N Existing Water Sources Miles M 0 1 2 3 4 5 MOTT M MACDONALD C:\Users\REN97143\Mott MacDonald\Mason County Water Use Analysis-Proposal Pro'ect-Do\GIS\Pro Anal sis\Pro Anal sis.a rx FutureResidentialLa out Tabloid 8/29/2023 300 119 I ' NC°d Cana :a qj oa c 5r 0 y ego Qt. r• Schumacher Creek - S - Ri�or �o i 101 j - a i berry EI Q) ee c z7 _ .: � C`� • �;�� 10 ' hns•Cree 6 - a, s I Go/ 'a d�a`1 �a�ppell Creek L • ` aLrO Creek 0 a•- ti a ,r, m a le nlet d I .� QD , a .+ 0-el 2 i I eek Is el L L i SVOOKU Creek • �'� I ------- a ----------------------- ------ --- Gee 108 8 8 w We 5011\0 CreeK PerN 101 • One Existing Dwelling Unit Group A Water Service Areas Vacant Land Existing Building Incorporated Areas and UGAs Figure 3-2 WRIA 14 N Existing Residential Dwelling Units on PE or Group B Wells Miles M 0 1 2 3 4 5 MOTT M MACDONALD II �/ ■ 1 �+,y t, it J � ,��. i .t � -I��+■■ ��.iCA vi; re77 /�%� 1 /■�_ { i•',' 1 rA3 Wedon i A 2 P.;ill'-41 I ■i■firm _ �..3s��s�r,�,:�.�����J�� ■ate-�•�• �,-i�; .;�,I,,.� ,� <-: ��� , `� ■.® ���J,����• v' �i�� •�` �¢>1� �' Zi i� .�J.��� 7I I Ri 'r �� 7 I, - � '� �'•I�__r�:�r•�/l� �� ��{ �fJLr+� � r� ors` �,� S:3iciinii+mu���� + .' � � L- �r ; .r� � ��. 'dam' r >✓ ' �rMUM 159ii ' ��.�� , ate• ,i,�; jl .'-' •.� r _ �.�rz ir"�, t y 4c' il. �:� ?l ADM! ia. ti i i l' +-�� C•I;+ ail i • i W r�JW, II+I I ►... +tL.f' ,.�. I r�jX 1�,�1�"4 !, �71j� !7'' u,`! Elm PAW �� � �,il,L•Y�..r .ta +t Z'�"r !J 7 a� �� ` + a•rnil�T � � �J1 lip IV ..terES 0 s',I r'�,� " •,� �,��;� ...,r► ,�E�i��`/� rr �_■��_ LIW�IIIIi r� iiuuii�s r�`1 rr �� 5 One Additional • - Existing Dwelling Group . Water Service Areas Vacant • FigureExisting Building Incorporated Areas and UGAs Note: , Areas of dense future dwelling units around the Sheltonand Allyn Future Residential Dwelling UGAs are expected to be served by Group A water service providers N Units on or • • i Wells Miles ■ ■ 0 1 2 3 4 51 Attachment A - Appendix H Water Use Update Page 1 of 7 M MOTT M Appendix H Water Use Update MACDONALD Project: Squaxin/Mason County MCA Client: Mason County Our reference: 507107872 Date: January 25, 2024 Prepared by: Wayne Rennick Approved by: Peter Schwartzman Subject: Update to Appendix H of Final Draft Watershed Restoration and Enhancement Plan 1 Introduction Mason County retained Mott MacDonald to estimate maximum potential growth in permit exempt wells in the County's portion of WRIA 14 (through full buildout allowable under current zoning). In addition, we used census data to estimate the extent to which full buildout is expected to be realized over the next 30 years (through 2050). The authorized scope of work included: 1. Compile Relevant Data 2. Inventory Current Water Uses 3. Estimate Future Growth and Water Used Distributed Per Sub-Basin 4. Documentation Project deliverables include: A. A technical memorandum to document the WRIA 14 Land Capacity Analysis ("LCA"). B. A memorandum to update the Permit-Exempt Growth and Consumptive Use Summary Technical Memo (HDR, 2020), presented as Appendix H of the WRIA 14 Final Draft Watershed Restoration and Enhancement Plan (Ecology, 2022)with improved summary of future development and water use. C. A Goldsborough Creek subbasin Initial Case Report update. D. A Johns Creek subbasin Initial Case Report. E. A geodatabase with GIS layers used in the analysis including data field descriptions. This memorandum is included as an attachments to the LCA("Item A" above). It documents the changes to Appendix H identified by Mott MacDonald (Item "B", above). The memo is structured to parallel the sections included in Appendix H and to indicate which elements of the water use analysis were retained and which were updated. Per the request of the Squaxin Island Tribe, this memo is augmented to includes water use estimates associated with Group A water systems. Deliverables "C" and "D" have been provided as separate PDF documents, and the geodatabase (Deliverable "E") has been provided as digital files along with relevant metadata. This work was performed, and this report prepared using generally accepted geographic information systems (GIS)and other analytical practices used at this time and in this vicinity for exclusive application to the study area and for the exclusive use of Mason County and their project cooperators (e.g. Squaxin Island Tribe). This is in lieu of other warranties, express or implied. Mott MacDonald Page 2 of 7 2 Executive Summary The following bullets summarize the key findings of Mott MacDonald's work to update Appendix H of the WRIA 14 Final Draft Watershed Restoration and Enhancement Plan (prepared by HDR, 2020). • Appendix H estimates of water use per ERU (equivalent residential unit)were retained. Multiple stakeholders had already agreed on these estimates, such that update was unnecessary. • Estimated future water use based on land-use analysis was updated in the following manner. — Our analysis was limited to only the Mason County Portion of WRIA 14 outside the UGA boundaries. — We used full buildout to estimate the total possible number of future dwellings in WRIA 14 by subbasin. HDR limited growth to 20-years based on OFM medium population growth estimates. — We assumed all future development inside Group A water system boundaries would be hooked-up to the Group A water system which matches HDRs initial permit-exempt growth projections. HDR's revised analysis assumed that future development that exceeded the total number of water system connections would be served by permit-exempt wells. — We updated Table 1 to present our estimated increase in Permit Exempt(PE)wells and parcels served by Group B water systems and support comparison with the original Appendix H estimates. Our growth estimates combine dwellings served by PE/Group B wells. — We developed a new table similar to Tables 2 and 3 that show the new Consumptive Use estimates for our estimated growth in dwellings served by PE/Group B wells. — We developed estimates of total current water use by Group A and Group B water systems based on current connections on file with Washington Department of Health (WDOH). We also presented WDOH values for approved connections, but note that growth to full buildout could exceed total numbers of approved connections. • Our estimate of increased dwelling units served by PE/Group B wells is between 80% and 100% higher than the estimated increase in PE wells presented in the original Appendix H. Our larger estimate is predominantly due to considering dwelling units at full buildout rather than 20 years into the future. • WDOH data identify 71 Group A water systems within the study area which are estimate to pump about 5,100 acre-feet of groundwater per year(af/yr). WDOH data identify 298 Group B water systems within the study area which are estimate to pump about 488 of/yr. 3 Appendix H Updates By Section The following sub-sections parallel the organization of Appendix H of the WRIA 18 Final Draft Watershed Restoration and Enhancement Plan (Ecology, 2022). It should be noted that Mott MacDonald's scope of work was limited to the portions of WRIA 14 that occur within Mason County ("study area"). Updates were not developed for sub-basins (fully or predominantly) located in the Thurston County portions of WRIA 14. 3.1 WRIA 14 Permit-Exempt Growth Projection Methods Mott MacDonald's LCA estimates the current and future maximum number of dwelling units expected to be served by permit-exempt (PE)wells or Group B water systems for each subbasin of the Mason County portion of WRIA 14. Current dwellings expected to be served by PE and Group B wells were identified based on WRIA 14 Land Capacity Analysis Mott MacDonald Page 3 of 7 appraised values of structures constructed on parcel polygons and County septic system permits. A small portion of dwelling served by PE/Group B wells (6%) occur within unincorporated portions of UGA's. Maximum future dwellings at full buildout were estimated based on current zoning and the assumption that dwellings within UGA's currently served by PE/Group B wells would ultimately served by Group A water systems . Mott MacDonald's estimates were developed for rural portions of the study area and unincorporated portions of UGA's, and thus excluded incorporated areas and service areas for Group A water systems. Forest Legacy easement areas and publicly owned lands were also excluded. Future growth through full buildout was estimated based on the difference between current and maximum future numbers of dwelling units served by PE and Group B wells. Key elements of Mott MacDonald's analysis, and differences from the methodology employed to develop Appendix H, are detailed in Attachment A of this report and include: • We estimated future growth in dwelling units served by PE and Group B wells from the current condition through full buildout. The Appendix H estimation covered a 20-year time period from 2018 to 2038. • We assumed that UGA's would ultimately be served by Group A water systems. Although our estimate of current reliance on PE and Group B wells includes dwelling units identified within unincorporated UGA's, our estimate of future conditions assumes that all of these dwelling units would be converted to Group A water supply. • We reviewed critical areas and how they might limit future development. However, based on our observations and input from both the County and the Squaxin Island Tribe, we did not reduce our predictions of future development to account for critical areas. This assumption was considered more realistic than various methods of reducing future developable areas and a conservative overestimation of future reliance on PE and Group B wells. • Calculations for the Kennedy subbasin in the original Appendix H included portions of the subbasin in both Mason and Thurston Counties, whereas Mott MacDonald's estimates do not include Thurston County. For this reason, comparisons of results between the original Appendix H and Mott MacDonald's LCA-based analysis sometimes do not include the Kennedy subbasin. For the entire study area, Mott MacDonald's LCA estimates that the current number of dwelling units outside of UGA's could increase by 84% (from approximately 10,100 to 18,600 units) at full buildout. On a subbasin basis, predicted increases in dwelling units range from 46% and 192%1. Our estimates are summarized on Table 1. 3.2 WRIA 14 Consumptive Use Methods No changes to these methods were required since Mott MacDonald adopted the WRIA 14 Consumptive Use Methods (and per ERU estimates)"as is". 3.3 Water System Data Method No changes to these methods were required since Mott MacDonald did not examine consumptive use by permit-exempt connections. Table 3-3 of the LCA also includes a parallel analysis that assumes dwelling units served by PE/Group B wells in unincorporated UGA's are not converted to Group A water sources. In this case, Mott MacDonald's analysis shows an estimated total study- area increase of 90%,with sub-basin estimates ranging from 55%to 197% WRIA 14 Land Capacity Analysis Mott MacDonald Page 4 of 7 3.4 Resulting Water Use Estimates Appendix H presents tables of average annualized consumptive use under a variety of growth scenarios and other assumptions. Mott MacDonald generated a similar series of tables using the assumptions and mythology described in Section 3.1 (above)and Attachment A. The following tables and figure describes our resulting water-use estimates. • Table 2 compares the estimated increases in dwelling units served by PE and Group B wells presented in the original Appendix H to those developed based on Mott MacDonald's LCA. Excluding the Kennedy subbasin, our estimates show about twice the projected increase as presented in Appendix H (6,950 vs. 3,450 new dwelling units) largely because our estimate extends out to full buildout whereas the original Appendix H estimate covers just 20 years of growth. On a per-subbasin basis, Mott MacDonald's estimates range from 0.4x to 9x the original Appendix H estimates. • Table 2 also compares the estimated average annual consumptive use associated with increases in dwelling units served by PE and Group B wells previously presented in Appendix H to those developed under Mott MacDonald's LCA. In order to support a direct comparison, both sets of values are shown based on the assumption of 0.10 acres of irrigation per dwelling unite. The magnitudes of difference between our estimates and the Appendix H estimates are directly proportional to the estimated differences in future numbers of dwelling unit. Mott MacDonald estimates 1,222 of/yr increased consumptive use (not including the Kennedy subbasin)whereas the original Appendix H analysis provides a value of 607 of/yr. • Figures 3-2 and 3-3 of the LCA memo present Mott MacDonald's estimated distribution of dwelling units served by PE and Group B wells under current conditions and at full buildout(respectively) outside of incorporated areas (i.e. City of Shelton). Although not included in the original Appendix H, per request of the Squaxin Island Tribe, Mott MacDonald generated estimates of total water use associated with the Group A and Group B water systems identified when performing the LCA. Total water use numbers are not directly comparable to the consumptive water use values estimated from the LCA analysis above, as the "initial assumptions"from the original Appendix H (REF) estimates total pumpage per residence at 308 gpd (0.345 of/yr)and consumptive use per residence at 157 gpd (0.176 of/yr). For each Group A water system within the study area, Table 3 shows the associated subbasin and UGA(if applicable), WDOH values for current and total approved connections, and estimated total water use associated with current and approved connections. Based on these values, current pumpage for Group A water systems within the study area is estimated to total 5,097 of/yr. Available data were insufficient to estimate future Group A pumpage within the study area for the following reasons: • WDOH total approved connections is not necessarily indicative of expected water use at full buildout. As noted in the LCA, comparison of potential future residential connections derived from our LCA to currently authorized connections suggests that 34 out of 65 water systems will need to increase their approved connections (and possibly develop new groundwater sources)to meet future demand. • Total approved connections are not listed for several Group A water systems within the study area. Disregarding these water systems would result in grossly underestimating future Group A groundwater withdrawals. Most notably, the City of Shelton system currently serves 3,985 connections and has extensive planning documents projecting capacity for 14,910 residential units in the year 2041. 2 Consumptive use per dwelling unit estimated to be 157 gallons per day(gpd). WRIA 14 Land Capacity Analysis Mott MacDonald Page 5 of 7 Available data were also insufficient to accurately summarize Group A water use per subbasin, given the methodology assumed under Mott MacDonald's existing scope of work. Some water systems have service areas straddling more than one subbasin (e.g. Shelton's service area overlaps four subbasins). In such cases, water use estimation for these systems should be based on the location of water system wells and the distribution of pumping between wells rather than water system service area boundaries. Location and pumping-rate analysis for Group A water system wells was beyond the scope of this investigation. The Squaxin Island Tribe requested similar statistics for Group B water systems. Table 4 lists all the registered Group B systems within the study area, their respective subbbasins and UGA's (where applicable), current active connections from the WDOH database, current approved connections from the Mason County database (the County has regulatory authority to approve Group B connections), and whether Mason County is aware of a water right associated with the water system. Discrepancies are evident between the WDOH and County databases (e.g. in some cases, current connections exceed approved connections). Total water use was estimated with the same value per residence as noted above (308 gpd). Table 5 summarizes estimated current and approved water use per subbasin, and suggests that total groundwater pumping for all Group B wells in the study area currently amounts to 488 of/yr and would increase to 501 of/yr to supply total approved connections. 3.5 Attachment A— Estimation of Irrigated Area No changes to this estimation were required since Mott MacDonald adopted the WRIA 14 Consumptive Use Methods (and per ERU estimates)"as is". 3.6 Attachment B — Consumptive Use Corroboration Analysis No changes to this analysis were required since Mott MacDonald adopted the WRIA 14 Consumptive Use Methods (and per ERU estimates)"as is". WRIA 14 Land Capacity Analysis Mott MacDonald Page 6 of 7 4 References Ecology, 2022. Watershed Restoration and Enhancement Plan, WRIA 14, Kennedy-Goldsborough Watershed. Publication 22-11-016 dated March 1, 2022. ntips://apps.ecuio-gy.wa.gov/NUancauonsizSummaryPages/2211016.html HDR, 2020. WRIA 14 Permit-Exempt Growth and Consumptive Use Summary. Presented as"Appendix H" in Ecology 2022. Technical memorandum from Chad Wiseman and Malia Bassett (HDR)to Angela Johnson (Department of Ecology). Mott MacDonald. WRIA 14 Land Capacity Analysis. Technical memorandum prepared for Mason County dated January 2023. City of Shelton, 2021. July 2021 Water Comprehensive Plan Update. https://www.sheltonwa.gov/government/departments/public works/water/water_system_comprehensive_plan_ update.php WRIA 14 Land Capacity Analysis Mott MacDonald Page 7 of 7 5 List of Attachments: Table 1: Comparison of Currently Developed Parcels to Maximum Future Parcels Served by PE or Group B Wells Table 2: Compared Estimates of Increased Parcels Served by PE and Group B Wells and Associated Consumptive Use Table 3: Current and Approved Estimated Water Use for WDOH Active Group A Water Systems within Study Area Table 4: Current and Approved Estimated Water Use for WDOH Active Group B Water Systems within Study Area Table 5: Summary of Group B Community Water System Use by Subbasin WRIA 14 Land Capacity Analysis Table 1: Comparison of Currently Developed Parcels to Maximum Future Parcels Served by PE or Group B Wells Current Condition Buildout (UGA Wells=>Group A)3 Maximum Maximum Maximum Sub-Basin Residential Increase in Percent Current Dwelling Units Served by Wells Units Housing units Growth in Served by Served by Units Served Wells Wells by Wells Total PE Group B w/in UGA1 Case 2,458 2,193 265 125* 3,839 1,381 56% Goldsborough 589 577 12 28** 1,719 1,130 192% Harstine 829 781 48 0 2,075 1,246 150% Hood 880 610 270 6* 1,358 478 54% Kennedy 179 166 12 0 441 262 146% Mill 1,589 1,443 146 9** 2,810 1,221 77% Oakland 2,271 2,004 267 393** 3,673 1,402 62% Oakland -Johns Creek 323 233 90 66** 472 149 46% Skookum 1,005 909 85 0 2,227 1,222 122% Total 10,123 8,916 1,195 627 18,614 8,491 84% NOTES: Group A service area boundaries and incorporated areas are not included in sub-basin statistics. Summary does not eliminate parcels associated with environmentally sensitive areas. 1Parcels located within unincorporated UGA's can be supported by either PE or Group B wells. 2Assumes all parcels will be subdivided to maximum capacity allowed by current zoning. 3Assumes that all unincorporated UGA parcels currently served by PE/Group B wells will be served by Group A water systems. * Many PE and Group B wells in this UGA will ultimately be incorporated into the Allyn Group A water system ** Many PE and Group B wells in this UGA will ultimately be incorporated into Group A water systems in the Shelton area. Table 2-Compared Estimates of Increased Parcels Served by PE and Group B Wells and Associated Consumptive Use Increased Dwelling Units Served by PE or Associated Annual Consumptive Groundwater Use** Ratio of MM Group B Wells to Original Original Appendix H Mott MacDonald LCA: Appendix H (Initial Assumptions) Mott MacDonald LCA: Appendix H Full Buildout (Initial Assumptions)* Full Buildout AFY GPM CFS AFY GPM CFS Case 418 1,381 74 46 0.10 243 151 0.34 330% Goldsborough 509 1,130 90 55 0.12 199 123 0.27 222% Harstine 143 1,246 25 16 0.03 219 136 0.30 871% Hood 74 478 13 8 0.02 84 52 0.12 646% Kennedy(l) 556 262 98 61 0.14 46 29 0.06 47% Mill 462 1,221 81 50 0.11 215 133 0.30 264% Oakland 1,481 1,551 260 161 0.36 273 169 0.38 105% Skookum 363 1,222 64 40 0.09 215 133 0.30 337% Totals 1 4,006 8,491 705 437 0.97 1,493 926 2.06 212% Totals Excluding 3,450 8,229 607 376 0.84 1,447 897 2.00 239% Kennedy(2) Notes: Mott MacDonald's estimates are for full buildout and parcels outside UGA's. WREC estimates are for 20 years buildout but include parcels within UGA's. *The Appendix H "initial" numbers assume that PE wells within Group A service areas will ultimately be incorporated into Group A systems. Mott MacDonald employs similar assumptions in our analysis. Whereas Mott MacDonald's land capacity analysis accounts for both the "Oakland" and the "Oakland-John's Creek" subbasin,the original Appendix H only shows estimates for the "Oakland" subbasin. For this comparison, Mott MacDonald included the "Oakland-John's Creek" subbasin as part of the "Oakland" subbasin. Consumptive water use estimates assume 0.000243 cfs (157 gpd) per dwelling unit based on 0.10 irrigated acres per unit. Table 3:Current and Approved Estimated Water Use for WDOH Active Group A Water Systems within Study Area Current Current Total Max Use(based Active Approved Current Use on WDOH a) Connections Connections (af/year) Approved Subbasin UGA Z Per WDOH (WDOH) Connections) ID Water System (af/vearl 00510 AGATE BEACH 25 25 8.6 8.6 Oakland 51920 UNION 251 261 86.6 90.0 Hood H 18637 VUECREST 35 36 12.1 12.4 Hood H 32820 HIGHLAND PARK 72 72 24.8 24.8 Case,Hood 89055 TRAILS END WATER DISTRICT 223 254 76.9 87.6 Case,Hood 05534 BELLWOOD A 65 65 22.4 22.4 Case,Hood 45400 LAKEWOOD MANOR ASSOCIATION 21 22 7.2 7.6 Hood 13701 HIPMA 29 31 10.0 10.7 Harstine 03463 CURRIES LANDING 23 23 7.9 7.9 Skookum 01050 ALDERBROOK WATER CO 504 636 173.9 219.4 Case,Hood 48300 MASON COUNTY LOST LAKE 85 93 29.3 32.1 Goldsborough 91900 VIEWCREST BEACH 22 22 7.6 7.6 Oakland 31565 HARSTINE ISLAND ESTATES ASSN 59 80 20.4 27.6 Harstine 05350 BELFAIR WATER DISTRICT 1 559 571 192.9 197.0 Hood H 78620 Shorecrest Estates Water Co 582 680 200.8 234.6 Oakland 31569 HARTSTENE POINTE 445 498 153.5 171.8 Harstine 66700 PEBBLE BEACH 35 35 12.1 12.1 Hood 00153 TWANOH HEIGHTS COMMUNITY CLUB 47 75 16.2 25.9 Hood 19095 DETROIT WATER SERVICE ASSN 30 30 10.4 10.4 Case 32735 HIGHLAND ESTATES 44 44 15.2 15.2 Skookum 17999 LAKEWOOD HEIGHTS 61 74 21.0 25.5 Hood 11914 CEDAR GROVE 55 88 19.0 30.4 Oakland 75027 RUSTLEWOOD 145 161 50.0 55.5 Case 56780 MOUNTAIN SHORES 30 39 10.4 13.5 Case 70791 RAINBOW LAKE 67 73 23.1 25.2 Oakland 10751 TWANOH FALLS BEACH CLUB 397 397 137.0 137.0 Hood 02857 ARCADIA ESTATES 44 64 15.2 22.1 Mill 37595 KAMILCHE SHORES 26 28 9.0 9.7 Kennedy 05793 MADRONA PARK 20 33 6.9 11.4 Skookum 13584 SHADOWOOD 82 86 28.3 29.7 Mill,Skookum 82963 SPENCER GLEN 23 30 7.9 10.4 Oakland 24713 FAWN LAKE MAINTENANCE COMM 423 489 145.9 168.7 Skookum 89150 TREASURE ISLAND COUNTRY CLUB 229 255 79.0 88.0 Case 31572 HARSTENE RETREAT 30 48 10.4 16.6 Harstine 67740 PIRATES COVE COUNTRY CLUB 77 94 26.6 32.4 Case 61129 THREE FINGERS 48 80 16.6 27.6 Case 23294 EMERALD LAKE 139 155 48.0 53.5 Oakland 02715 DAYTON TRAILS 58 68 20.0 23.5 Goldsborough 06553 UNION RIDGE 37 52 12.8 17.9 Hood H 60190 TWANOH TERRACE WATER CO 30 39 10.4 13.5 Hood 04852 BAY EAST 40 48 13.8 16.6 Skookum 98128 WONDERLAND WATER COMPANY 34 42 11.7 14.5 Oakland 86040 SUNSET BEACH 71 99 24.5 34.2 Hood 66146 PARKSHORE ESTATES 66 99 22.8 34.2 Case 63655 OLYMPIC VISTA CLUB COMMUNITY WATER 25 42 8.6 14.5 Hood 66125 PARADISE ESTATES 212 276 73.1 95.2 Case 34050 HOOD CANAL 126 230 43.5 79.4 Hood 11030 CANYONWOOD BEACH WATER SUPPLY 19 66 6.6 22.8 Harstine 04900 BAYSHORE 40 43 13.8 14.8 Oakland 37590 KAMILCHE POINT COMMUNITY CLUB 28 31 9.7 10.7 Skookum 93063 WASHINGTON CORRECTIONS CENTER 749 1040 258.4 358.8 Goldsborough E Page 1 of 2 Table 3:Current and Approved Estimated Water Use for WDOH Active Group A Water Systems within Study Area Current Current Total Max Use(based Active Approved Current Use on WDOH a) Connections Connections (af/year) Approved Subbasin UGA Z Per WDOH (WDOH) Connections) ID Water System (af/vearl 68790 PORT OF ALLYN 29 136 10.0 46.9 Case Allyn F 01695 ALLYN SHOPPING CENTER 38 109 13.1 37.6 Case Allyn 45090 LAKELAND VILLAGE WATER 881 975 303.9 336.4 Case,Hood Allyn AC551 Allyn Carey 14 14 4.8 4.8 Case Allyn F Goldsborough, 78170 SHELTON CITY OF 3,985 B 1374.8 A Mill,Oakland, Shelton Oakland-Johns Creek 24154 EVERGREEN MOBILE HOMEOWNERS CO-OP 50 A 17.3 A Oakland Shelton D 03224 HIAPARK 38 38 13.1 13.1 Oakland Shelton G 62675 OAK PARK 227 240 783 82.8 Oakland-Johns Shelton Creek 70755 RAE LAKE 36 40 12.4 13.8 Oakland Shelton 36180 ISLAND LAKE MANOR 74 75 25.5 25.9 Oakland Shelton 83408 SPRINGWOOD 32 32 11.0 11.0 Oakland Shelton 12560 CHERRY PARK 32 34 11.0 11.7 Oakland Shelton 98184 WOODLAND MANOR 64 65 22.1 22.4 Oakland Shelton AC152 NEW PINE ACRES 16 27 5.5 9.3 Goldsborough Shelton 01213 RHODODENDRON PLACE 22 28 7.6 9.7 Oakland-Johns Shelton Creek 32660 HIDDEN HAVEN MOBILE HOME PARK 76 77 26.2 26.6 Oakland Shelton D 44150 LAKE LIMERICK WATER 1,199 A 413.7 A Oakland 45480 LAKEWOOD COMMUNITY 24 A 8.3 A Hood 88370 TIMBERLAKE COMMUNITY CLUB INC 1,307 A 450.9 A Oakland 06794 BLUE BEAR PARK 44 A 1 15.2 1 A imill D TOTALS 14,775 9,812 5,097 1 NOTES: A:Approved Connection data not available from WDOH B:The Shelton Water System has extensive planning documents projecting capacity for 14,190 residential units in the year 2041. C:Data received from WDOH indicated that Port of Allyn was a TNC water system but the online viewer shows it as Community. The Water system boundary is outdated and does not cover the areas that they are starting to serve north of their existing water D:Mobile home park E:Washington Corrections Center F: Boundary Inaccurate or missing from dataset G:According to the County's data,Some of this area is served by smaller Group B systems. H:Water System is only partially inside WRIA 14. I:Total not developed because approved future connection data unavailable for several key Group A water systems. Page 2 of 2 Table 4: Current and Approved Estimated Water Use for WDOH Active Group B Water Systems within Study Arei Current Total Max Use Based Current Water Right Active Approved on Approved ID Water System Use Subbasin c7 Status Data(Mason Connections Connections Connections Per WDOH (Mason Co) (af/year) (af/year)' Co) 02511 ILEPSOES COMMUNITY WATER SUPPLY SYS 10 4 3.45 1 1.38 Case N Act PE 08320 RETREAT LANE 9 8 3.11 2.76 Case N Act PE 84630 STRETCH ISLAND 9 6 3.11 2.07 Case N Act PE 27093 VETTERS 8 8 2.76 2.76 Case N Act PE 36340 COUNTRY LANE 8 8 2.76 2.76 Case N Act PE 62490 KRABBENHOFT WELL 7 8 2.42 2.76 Case N Act WR 01587 DEER HAVEN#1 6 6 2.07 2.07 Case N Act PE 06221 NORTH BAY HEIGHTS#1 6 6 2.07 2.07 Case N Act PE 06222 NORTH BAY HEIGHTS#2 6 6 2.07 2.07 Case N Act PE 06468 DEER HAVEN#2 6 6 2.07 2.07 Case N Act PE 07812 OAKDALE 2 6 6 2.07 2.07 Case N Act PE 07635 BOLLEN 5 5 1.73 1.73 Case N Act PE 08095 SHERWOOD CREEK 5 4 1.73 1.38 Case Y Act WR 13946 BERGSTROM,WHITE,JOHNSON 5 5 1.73 1.73 Case N Act PE 67287 PICKERING WATER FRONT 5 2 1.73 0.69 Case N Act PE 00342 CRONQUIST ROAD 4 4 1.38 1.38 Case N Act PE 01742 WILSON 1 4 4 1.38 1.38 Case N Act PE 04704 JOLLY,JIM 4 3 1.38 1.04 Case N Act PE 00562 EAST STADIUM BEACH#690 3 1 1.04 0.35 Case N Act PE 04777 OLYMPIA YACHT CLUB OUTSTATION 3 1 1.04 0.35 Case N Act PE 17600 D G T G O C 3 3 1.04 1.04 Case N Act PE 17701 MC NUTT ESTATES 3 2 1.04 0.69 Case N Act PE 47607 GOTAAS 3 5 1.04 1.73 Case N Act PE 62515 NUT TREE ACRES 3 4 1.04 1.38 Case N Act PE 78225 SHERWOOD PARK DIV 1 3 10 1.04 3.45 Case N Act PE AC871 Henderson 3 2 1.04 1.04 Case N Act PE 04878 FRANJO 78101 4 4 1.38 1.38 Case N Act PE 05823 COMMUNITY CLUB ROAD 4 PARTY 4 4 1.38 1.38 Case N Act PE 07823 DEER HAVEN#5 4 4 1.38 1.38 Case N Act PE 07950 LAM,SCOTT 4 4 1.38 1.38 Case N Act PE 08048 ISLAND VIEW ESTATES 4 4 1.38 1.38 Case N Act PE 05107 HAPPY TRAILS WELL 2 4 0.69 1.38 Case, Hood N Act PE AA310 NORTH BAY HEIGHTS#8 5 5 1.73 1.73 Case N Act PE 02694 PICKERING VIEW#334 7 5 2.42 2.07 Case N Act PE 02709 WALKERS LANDING 6 6 2.07 2.07 Case N Act PE 03067 HIDDEN HORSE HOMEOWNERS WELL 6 4 2.07 2.07 Case,Oakland N Act PE 04079 COLD WATER 6 6 2.07 2.07 Case N Act PE 07785 OAKDALE 3 6 6 2.07 2.07 Case N Act PE 07822 DEER HAVEN#4 1 6 1 6 2.07 2.07 1 Case N Act PE Page 1 of 8 Table 4: Current and Approved Estimated Water Use for WDOH Active Group B Water Systems within Study Arei Current Total Max Use Based Current Water Right Active Approved on Approved ID Water System Use Subbasin c7 Status Data(Mason Connections Connections Connections Per WDOH (Mason Co) (af/year) (af/year)' Co) 08046 INORTH BAY HEIGHTS#5 6 6 2.07 1 2.07 Case N Act PE 08047 NORTH BAY HEIGHTS#6 6 6 2.07 2.07 Case N Act PE 08127 SPENCER PARK 2 6 4 2.07 2.07 Case N Act PE AA309 NORTH BAY HEIGHTS#7 6 6 2.07 2.07 Case N Act PE AB644 SUNSET HEIGHTS 15 6 6 2.07 2.07 Case, Hood N Act PE 04400 OAKDALE 1 5 6 1.73 2.07 Case N Act PE 13571 KRAMER,PHIL 5 4 1.73 2.07 Case N Act PE AB297 JARRETT#1 5 6 1.73 2.07 Case,Oakland N Act PE AB587 JARRETT#2 5 6 1.73 2.07 Case N Act PE 03628 NORTAC 4 4 1.38 2.07 Case N Act PE 06775 PICKERING PASSAGE#2 4 6 1.38 2.07 Case N Act PE 07656 NORTH BAY HEIGHTS#3 4 3 1.38 2.07 Case N Act PE 07786 OAKDALE 4 4 6 1.38 2.07 Case N Act PE 13664 FLORES 4 4 1.38 2.07 Case,Oakland N Act PE 67286 PICKERING PASSAGE#1 4 4 1.38 2.07 Case N Act PE 07187 DEER HAVEN#3 2 6 0.69 2.07 Case N Act PE AB062 SUNSET HEIGHTS 14 2 6 0.69 2.07 Case, Hood N Act PE AC335 MECKLEM 2 6 0.69 2.07 Case N Act PE 02565 DAWN 8 8 2.76 2.76 Case N Act PE 63640 SKYVIEW 8 8 2.76 2.76 Case,Oakland N Act PE AB655 MARINERS REACH 7 9 2.42 3.11 Case N Act WR 05126 JADE DRIVE 6 8 2.07 2.76 Case N Act PE 37351 SPENCER RIDGE 6 6 2.07 2.76 Case,Oakland N Act PE 45291 GREAT GRAPE 6 6 2.07 2.76 Case N Act PE 04211 JOSHUA WELL SYSTEM 8 8 2.76 3.11 Case N Act WR 03555 WEST COAST LATVIAN EDUCATION 7 3 2.42 1.04 Goldsborough N Act PE 65913 PANHANDLE LAKE 4H CAMP 5 1 1.73 0.35 Goldsborough N Act PE 76665 Dragon 3 2 1.04 0.69 Goldsborough N Act PE 05941 EAST DEEGAN VIEW ESTATES 2 4 0.69 1.38 Goldsborough Y Act PE 05569 101 EXCHANGE 2 3 0.69 2.07 Goldsborough Y Act PE 54788 COLEMAN WATER COMPANY 5 4 1.73 3.11 Goldsborough N Act PE 47636 LATVIAN VILLAGE 9 8 3.11 33.12 Goldsborough N Act WR 85960 SUNSET ACRES 9 8 3.11 2.76 Harstine N Act PE 05709 PEALE PASSAGE 5 4 1.73 1.38 Harstine N Act PE 05326 NOBLE 4 6 1.38 2.07 Harstine N Act WR 02275 GBH TRUST 3 6 1.04 2.07 Harstine N Act PE 27820 GLASER OYSTER COMPANY 3 4 1.04 1.38 Harstine N Act PE AB154 APRIL LANE 4 4 1.38 1.38 Harstine N Act WR 05097 TRACT 7 HARTSTENE ISLAND COMMUNITY 3 4 1.04 1.38 Harstine N Act PE AB925 STENSON 2 5 0.69 1.73 Harstine N Act PE Page 2 of 8 Table 4: Current and Approved Estimated Water Use for WDOH Active Group B Water Systems within Study Arei Current Total Max Use Based Current Water Right Active Approved on Approved ID Water System Use Subbasin L9 Status Data(Mason Connections Connections (af/year) Connections Co) Per WDOH (Mason Co) (af/year)' 27971 ISMITH 5 9 1.73 1 3.11 Harstine N Act WR 00069 MT OLYMPUS COMMUNITY 3 9 1.04 3.45 Harstine N Act PE AC1179 1 0.35 0.35 Harstine N Act ND 07735 BOOZE BAY WATER CO 12 12 4.14 4.14 Hood N Act PE 00806 RAUH 9 9 3.11 3.11 Hood N Act WR 08100 PEBBLE COVE 9 8 3.11 2.76 Hood N Act ND 66550 SOUTH SHORE 9 3 3.11 1.04 Hood N Act WR 05194 HAPPY HOLLOW ESTATES#1 6 6 2.07 2.07 Hood N Act PE 06160 HAPPY HOLLOW#2 6 6 2.07 2.07 Hood N Act PE 59010 DICK 6 6 2.07 2.07 Hood N Act PE 42946 KOHL K WATER 5 5 1.73 1.73 Hood N Act WR 04905 AMICK, ED 4 4 1.38 1.38 Hood N Act PE 04915 TRAILS ROAD#2 4 4 1.38 1.38 Hood N Act PE 05905 SHADY BEACH FOUR 4 4 1.38 1.38 Hood N Act PE 43191 KRUEGER 4 4 1.38 1.38 Hood N Act PE 05330 DEUEN 3 3 1.04 1.04 Hood N Act PE 06606 STAN DREWS HOUSE 3 3 1.04 1.04 Hood N Act PE AC213 WILLS 3 6 1.04 2.07 Hood N Act PE 18795 DEW-JENSEN 2 3 0.69 1.04 Hood N Act PE 77705 SHADY BEACH WATER ASSN 2 2 0.69 0.69 Hood N Act PE AC087 HHS 3 3 1.04 1.04 Hood N Act PE 00440 OMEGA 4 4 1.38 1.38 Hood N Act PE AA132 PATHFINDER 4 4 1.38 1.38 Hood N Act PE AA596 HAPPY HOLLOW#3 4 4 1.38 1.38 Hood N Act PE AC039 HERITAGE 4 4 1.38 1.38 Hood N Act PE 08026 HAPPY HOME 5 6 1.73 2.07 Hood N Act PE 08211 SUNSET HEIGHTS 2 5 6 1.73 2.07 Hood N Act PE 40368 HAPPY HOLLOW WATER 5 4 1.73 1.73 Hood N Act PE 04591 IWATER HOLE 3 5 1.04 1.73 Hood N Act PE 04706 DREAM LANE 6 6 2.07 2.07 Hood N Act PE 07073 SUNSET HEIGHTS 1 6 6 2.07 2.07 Hood N Act PE 07910 SUNSET HEIGHTS 4 6 6 2.07 2.07 Hood N Act PE 04042 RAZOR ROAD 3 5 6 1.73 2.07 Hood N Act PE 07714 SUNSET HEIGHTS 3 5 6 1.73 2.07 Hood N Act PE AA305 SUNSET HEIGHTS 6 5 7 1.73 2.42 Hood N Act PE AA355 SUNSET HEIGHTS 7 5 6 1.73 2.07 Hood N Act PE AA672 SUNSET HEIGHTS 10 5 6 1.73 2.07 Hood N Act PE 03942 RAZOR ROAD 1 4 6 1.38 2.07 Hood N Act PE 04049 RAZOR ROAD 2 4 6 1.38 2.07 Hood N Act PE 07715 ISUNSET HEIGHTS 5 4 6 1.38 2.07 Hood N Act PE Page 3 of 8 Table 4: Current and Approved Estimated Water Use for WDOH Active Group B Water Systems within Study Arei Current Total Max Use Based Current Water Right Active Approved on Approved ID Water System Use Subbasin L9 Status Data(Mason Connections Connections (af/year) Connections Co) Per WDOH (Mason Co) (af/year)' 08321 ISUNSET HEIGHTS 8 4 6 1.38 1 2.07 Hood N Act PE AA673 SUNSET HEIGHTS 9 4 6 1.38 2.07 Hood N Act PE AB060 SUNSET HEIGHTS 12 4 6 1.38 2.07 Hood N Act PE 04299 RAZOR ROAD 4 3 4 1.04 2.07 Hood N Act PE AA306 SUNSET HEIGHTS 11 3 6 1.04 2.07 Hood N Act PE AB061 SUNSET HEIGHTS 13 2 6 0.69 2.07 Hood N Act PE 03735 RAZOR PLACE 5 6 1.73 2.42 Hood N Act PE AA766 OLYMPIC PALISADES 2 8 8 2.76 2.76 Hood N Act PE 36791 BELFAIR ACRE TRACTS#1 7 8 2.42 2.76 Hood N Act WR 07389 CEDAR BROOK 2 9 9 3.11 3.11 Hood N Act WR 43784 OLYMPIC PALISADES 1 9 8 3.11 3.11 Hood N Act WR 04607 JENN SWAY 8 8 2.76 3.11 Hood N Act PE 00208 CEDAR BROOK HOMEOWNERS 1 7 9 2.42 3.11 Hood N Act WR 05504 EAGLE VISTA DRIVE 4 9 1.38 3.11 Hood N Act PE 06214 BLOOMFIELD ROAD 7 7 2.42 2.42 Kennedy N Act WR 13840 DAHMAN SHELLFISH 1 1 0.35 0.35 Kennedy N Act PE 60851 OYSTER BEACH 5 7 1.73 2.42 Kennedy N Act PE 51060 MAPLE BEACH ESTATES 13 6 4.49 2.07 Mill N Act PE 01136 SUNRISE#2 8 8 2.76 2.76 Mill N Act WR 02859 ARCADIA WATER SUPPLY 8 8 2.76 2.76 Mill,Skookum N Act ND 12236 CHANNEL POINT 8 8 2.76 2.76 Mill N Act WR 36706 ARCADIA WELL SYSTEM 8 8 2.76 2.76 Mill N Act PE 73170 ROBIN HOOD ESTATES 8 9 2.76 3.11 Mill N Act PE 00563 FREEMAN AND WARING WATER 6 8 2.07 2.76 Mill N Act WR 03396 FOX CIRCLE M 6 5 2.07 1.73 Mill N Act PE 04504 ARCADIA ACRES 6 6 2.07 2.07 Mill N Act PE 06704 CREEKSIDE 5 6 1.73 2.07 Mill N Act PE 08363 DELIGHT PARK 5 6 1.73 2.07 Mill N Act PE 00067 ISABELLA LOOP COMM 4 3 1.38 1.04 Mill N Act PE 03127 MCCOMB WAY 4 4 1.38 1.38 Mill N Act PE 05665 SOUTH SIDE 4 6 1.38 2.07 Mill N Act PE 07965 WILSON BINNS SWIGER 4 1 1.38 0.35 Mill N Act PE 14054 COLLETT WATER SUPPLY#1 4 4 1.38 1.38 Mill,Skookum N Act PE AC083 BELL WATER WORKS 4 5 1.38 1.73 Mill N Act PE 06861 CRAIG 3 4 1.04 1.38 Mill N Act PE 13692 F AND B INVESTMENTS 3 6 1.04 2.07 Mill N Act PE 13851 DAVIDSONS 3 2 1.04 0.69 Mill N Act PE 92405 WALKER PARK 3 3 1.04 1.04 Mill N Act PE 03305 HAMMERSLEY SHORES 2 3 0.69 1.04 Mill,Skookum N Act PE 06332 1 Mason County Fire Dist 4 Station 6 2 2 0.69 0.69 Mill N Act PE Page 4 of 8 Table 4: Current and Approved Estimated Water Use for WDOH Active Group B Water Systems within Study Arei Current Total Max Use Based Current Water Right Active Approved on Approved ID Water System Use Subbasin L9 Status Data(Mason Connections Connections (af/year) Connections Co) Per WDOH (Mason Co) (af/year)' 06349 IKAND R DEVELOPMENT LLC 1 2 0.35 1 0.69 Mill N Act PE AA926 GOSPEL LIGHTHOUSE 2 2 0.69 0.69 Mill N Act PE 07674 MT ST HELENS EVERGREEN 3 3 1.04 1.04 Mill N Act PE 08315 HRS 3 3 1.04 1.04 Mill N Act PE 03897 KELLY FARM 4 4 1.38 1.38 Mill,Skookum N Act PE 03924 COLE ROAD DUPLEXES 4 4 1.38 1.38 Mill N Act PE 26733 WILSON WELL 4 9 1.38 3.11 Mill N Act PE AC038 ABUNDANT 4 4 1.38 1.38 Mill N Act PE 04454 SKARE,ALAN 3 3 1.04 1.38 Mill N Act PE 05192 JACKSON TIMBER 4 6 1.38 2.07 Mill N Act PE 06045 MILL CREEK 6 6 2.07 2.07 Mill N Act PE 07292 RAINIER VISTA 2 6 6 2.07 2.07 Mill N Act PE 13814 HOAM WATER 6 6 2.07 2.07 Mill N Act PE 02708 WEST SHADOW VALLEY COURT 5 6 1.73 2.07 Mill N Act PE 03372 STOREYBROOK ESTATES#2 5 9 1.73 3.11 Mill N Act PE 05098 WIVELL ROAD 4 4 1.38 2.07 Mill N Act PE 40077 STOREYBROOK ESTATES#1 9 9 3.11 3.11 Mill N Act WR 13561 1 0.35 0.00 Mill N InAct ND 56050 MOORES 13 6 4.49 2.07 Oakland Y Act WR 13679 RIVENDELL WATER ASSOCIATION 12 4.14 0.00 Oakland N Act ND 00600 AIRPORT HOME TRACTS 11 10 3.80 3.45 Oakland Y Act WR 00657 NORTH COVE ROAD 10 8 3.45 2.76 Oakland N Act WR 02423 MOORE PLAT- MOORE,GORDON B 8 8 2.76 2.76 Oakland N Act PE 05234 LAKE WOOD 8 9 2.76 3.11 Oakland Y Act PE 13616 STOCK-SOBOTKA#1 8 6 2.76 2.07 Oakland Y Act PE 13666 SYLVAN HEIGHTS 7 7 2.42 2.42 Oakland Y Act PE 04494 WILLOW BLUE LANE 6 6 2.07 2.07 Oakland N Act PE 04752 BLACK B 345 6 6 2.07 2.07 Oakland N Act PE 04757 BLACK C 346 6 6 2.07 2.07 Oakland N Act PE 05354 LAKE PARK NO. 1 6 6 2.07 2.07 Oakland Y Act PE 05917 CATFISH LAKE 1-341 6 6 2.07 2.07 Oakland N Act PE 05918 CATFISH 2-342 6 6 2.07 2.07 Oakland N Act PE 07890 DEER CREEK ESTATES 6 5 2.07 1.73 Oakland N Act PE 13641 STOCK-SOBOTKA#2 6 8 2.07 2.76 Oakland Y Act PE 13711 FOREST GLEN 6 4 2.07 1.38 Oakland N Act PE 37331 SNOW CREST LANE 6 8 2.07 2.76 Oakland N Act WR 65114 TIFFANY 6 6 2.07 2.07 Oakland Y Act WR 06078 CHURCH POINT 5 5 1.73 1.73 Oakland N Act WR 13763 FREDSON-MANKE 5 5 1.73 1.73 Oakland N Act PE 36824 ISHORT PLATT 382 5 4 1.73 1.38 Oakland N Act PE Page 5 of 8 Table 4: Current and Approved Estimated Water Use for WDOH Active Group B Water Systems within Study Arei Current Total Max Use Based Current Water Right Active Approved on Approved ID Water System Use Subbasin L9 Status Data(Mason Connections Connections (af/year) Connections Co) Per WDOH (Mason Co) (af/year)' 13597 IFOUR 4 4 1.38 1 1.38 Oakland N I Act PE 13869 TATE,GARY 4 1 1.38 0.35 Oakland N Act PE 00321 SHELTON SPRINGS ROAD 3 3 1.04 1.04 Oakland Y Act WR 00437 CLARK 3 4 1.04 1.38 Oakland N Act PE 05434 SMITH JR. 2 4 0.69 1.38 Oakland N Act PE 06159 SHELTON DANCE CENTER 2 1 0.69 0.35 Oakland Y Act PE 06203 SHELTON CHURCH OF THE NAZARENE 2 2 0.69 0.69 Oakland Y Act PE 07526 BOATKEEPERS 2 1 0.69 0.35 Oakland N Act PE AC072 TIMBERLAND CHAPEL 2 2 0.69 0.69 Oakland N Act PE 02651 MAPLE BEACH 1 1 0.35 0.35 Oakland N Act WR 45286 Wicked Delights Bakery 1 0.35 0.00 Oakland N Act ND AB299 B& B WATER 5 1 1.73 0.35 Oakland N Act PE 10843 CENTRAL SHOP 1 0 0.35 0.35 Oakland N Act PE AB641 WEBER 2 1 0.69 0.69 Oakland N Act PE AA677 MANKE GRAVEL MINE 1 2 0.35 0.69 Oakland N Act WR 04215 DUCK COVE 3 3 1.04 1.04 Oakland N Act PE 07189 TIMBERDOODLE 3 1 1.04 1.04 Oakland N Act PE 07951 ALLEN 3 2 1.04 1.04 Oakland Y Act PE 07128 LIBBY ACRES 4 5 1.38 1.73 Oakland N Act PE AC084 MONTGOMERY 4 4 1.38 1.38 Oakland N Act PE AC333 OAKLAND BAY 4 4 1.38 1.38 Oakland N Act PE 03131 East Agate Road Assoc 3 2 1.04 1.38 Oakland N Act PE 08851 HALBERG WATER 3 4 1.04 1.38 Oakland N Act PE 23976 BAR-RUG WATER COMPANY 3 4 1.04 1.38 Oakland N Act PE AB906 PICKERING SPENCER LAKE 3 1.04 1.38 Oakland N Act ND 07384 AUSETH LANE 2 4 0.69 1.38 Oakland N Act PE AB646 BRADY BARK YARD 2 4 0.69 1.38 Oakland Y Act PE AC391 WABACOPE 3 5 1.04 1.73 Oakland N Act PE AC798 IROOS 1 2 0.35 1.73 Oakland N Act PE 03722 ANTHONY ROAD NORTH 7 6 2.42 2.07 Oakland N Act WR 02297 MCREAVY ROAD 6 8 2.07 2.76 Oakland N Act WR 03723 ANTHONY ROAD SOUTH 6 4 2.07 2.07 Oakland N Act WR 04224 TWO JACKIES 6 6 2.07 2.07 Oakland N Act PE 06342 PINE HOLLOW 6 4 2.07 2.07 Oakland N Act PE AB063 HAMMERSLEY REACH 6 6 2.07 2.07 Oakland N Act PE 04013 SPENCER HEIGHTS 5 2 1.73 2.07 Oakland N Act PE 04482 SUNSET SHORES 5 6 1.73 2.07 Oakland N Act PE AB366 FROG ACRES 5 6 1.73 2.07 Oakland Y Act PE 07435 JUNO COURT 3 2 1.04 2.07 Oakland N Act PE 07380 ICAPE HORN 2 6 0.69 2.07 Oakland N Act PE Page 6 of 8 Table 4: Current and Approved Estimated Water Use for WDOH Active Group B Water Systems within Study Arei Current Total Max Use Based Current Water Right Active Approved on Approved ID Water System Use Subbasin Q Status Data(Mason Connections Connections Connections Per WDOH (Mason Co) (af/year) (af/year)' Co) 04904 IPINE TREE COVE 2 3 2 1.04 1 2.42 Oakland N Act PE 06302 CAPITAL VILLAGE B 8 8 2.76 2.76 Oakland Y Act PE AB713 HAMMERSLEY 4 1 1.38 2.76 Oakland N Act PE 08368 BRIGGS 9 6 3.11 3.11 Oakland N Act PE 54179 PINE TREE COVE 1 9 9 3.11 3.11 Oakland N Act PE 22618 SPENCER WOOD 7 8 2.42 3.11 Oakland N Act PE 36805 Johns Prairie 3 4 1.04 3.11 Oakland Y Act PE 05983 2 0.69 0.00 Oakland N InAct ND 05984 0 0.00 0.00 Oakland N InAct ND 00802 HELLICKSON WATER 6 8 2.07 2.76 Oakland-Johns Creek N Act ND 02630 RAINIER PLACE 6 6 2.07 2.07 Oakland-Johns Creek N Act PE 04677 D AND D 2 6 6 2.07 2.07 Oakland-Johns Creek Y Act PE 04679 D AND D 1-5 6 6 2.07 2.07 Oakland-Johns Creek Y Act PE 05920 PINE PARK#2 6 6 2.07 2.07 Oakland-Johns Creek Y Act PE 02502 STONE WAY UTILITY 4 4 1.38 1.38 Oakland-Johns Creek Y Act PE 05624 SNOWY OWL#1 3 6 1.04 2.07 Oakland-Johns Creek N Act PE 13961 JOHNSON. 1 6 0.35 2.07 Oakland-Johns Creek Y Act PE AB645 AAP 2 2 0.69 0.69 Oakland-Johns Creek N Act PE AC963 MASON FIRE DISTRICT#9 STATION#2 2 2 0.69 0.69 Oakland-Johns Creek N Act PE 07655 RIDGE CREEK 3 3 1.04 1.04 Oakland-Johns Creek Y Act PE 02782 STONEBRIAR#1 6 6 2.07 2.07 Oakland-Johns Creek N Act PE 02783 STONEBRIAR#2 6 6 2.07 2.07 Oakland-Johns Creek N Act PE 02784 STONEBRIAR#3 6 6 2.07 2.07 Oakland-Johns Creek N Act PE 03655 ROLLING HILLS 6 6 2.07 2.07 Oakland-Johns Creek N Act PE 06588 SNOWY OWL#2 6 6 2.07 2.07 Oakland-Johns Creek N Act PE 08309 SNOWY OWL#4 6 6 2.07 2.07 Oakland-Johns Creek N Act PE 08310 SNOWY OWL#7 6 6 2.07 2.07 Oakland-Johns Creek N Act PE 08311 SNOWY OWL#5 6 6 2.07 2.07 Oakland-Johns Creek N Act PE 08312 SNOWY OWL#6 6 6 2.07 2.07 Oakland-Johns Creek N Act PE 05623 SNOWY OWL#3 3 6 1.04 2.07 Oakland-Johns Creek N Act PE 07878 D AND D 4 2 6 0.69 2.07 Oakland-Johns Creek Y Act PE AB852 BK 2 2 0.69 2.07 Oakland-Johns Creek Y Act PE 87210 JAFBRO ASSOCIATES 10 3.45 0.00 Skookum N Act ND 05169 MAPLE WOOD LANE COMMUNITY 6 8 2.07 2.76 Skookum N Act PE 05705 SKOOKUM INLET 6 6 2.07 2.07 Skookum N Act PE 06142 MEADOWS APTS-HURLEY WALDRIP 6 6 2.07 2.07 Skookum N Act PE 02772 CEDAR HILL HOME OWNERS 5 5 1.73 1.73 Skookum N Act PE 04647 CLINTS WATERING HOLE 5 5 1.73 1.73 Skookum N Act WR 13827 HOME MEAT SERVICE 3 2 1.04 0.69 Skookum N Act PE 05120 WASHINGTON HOME CENTER 2 1 0.69 0.35 Skookum NJ Act PE Page 7 of 8 Table 4: Current and Approved Estimated Water Use for WDOH Active Group B Water Systems within Study Arei Current Total Max Use Based Current Water Right Active Approved on Approved ID Water System Use Subbasin c9 Status Data(Mason Connections Connections Connections Per WDOH (Mason Co) (af/year) (af/year)' Co) AC116 ISYLVAN PET LODGE 2 2 0.69 1 0.69 Skookum N Act PE 79780 SKOOKUM BAY OYSTER CO 1 1 0.35 0.35 Skookum N Act PE AB244 LITTLE SKOOKUM COMMUNITY CLUB 1 2 0.35 0.69 Skookum N Act PE 28395 Moose Lodge 2 0.69 0.00 Skookum N Act ND AB209 MILLIGAN WATER 2 1 0.69 0.35 Skookum N Act PE AA060 BURKE WATER 1 1 0.35 0.35 Skookum N Act PE 05309 WILLIE 3 3 1.04 1.04 Skookum N Act PE 07244 VERLES 3 1 1.04 0.35 Skookum N Act PE AB342 HOYSER 3 3 1.04 1.04 Skookum N Act PE 60407 CADIA WOODS 5 5 1.73 1.73 Skookum N Act PE 03784 ARCADIA POINT 4 4 1.38 1.38 Skookum N Act WR 04731 WILLOW RIDGE 4 4 1.38 1.38 Skookum N Act PE 03307 ELKRIDGE 3 4 1.04 1.38 Skookum N Act PE AA930 TAYLOR TOWNE#1 2 4 0.69 1.38 Skookum N Act PE 05543 TOTTEN ESTATES#1 1 4 0.35 1.38 Skookum N Act PE 05544 TOTTEN ESTATES#2 1 4 0.35 1.38 Skookum N Act PE 05585 RAVEN CREST 3 4 1.04 1.38 Skookum N Act PE 63627 SKOOKUM WATER 7 7 2.42 2.42 Skookum N Act PE 49134 HARBORVIEW 8 7 2.76 2.42 Skookum N Act PE NOTES: 1Maximum use calculated based on the max number of approved connections in the Mason Co.database.The County holds regulatory authority to approve connections. Total water use estimates assume 0.345 acre-feet/year per dwelling unit(asssumed equal to a connection)based on 0.10 irrigated acres per unit(per original Appendix H). Out of 298 Group B water systems listed,34 are flagged by the County as having evidence of a water right and 252 are flagged as permit exempt wells. PE Permit Exempt Source Information Found WR Evidence of Water Right Permit Found ND No Data/Information Not on File Page 8 of 8 Table 5: Summary of Group B Community Water System Use by Subbasin Max Total Use Number of Total Estimated Based on Number of Group B's Total Group Current Active Approved Current Total Approved Group B with water B's Permit- Connections Connections Use Connections Subbasin Systems rights Exempt Per WDOH (Mason Co) (af/year) (af/year) Case 64 4 60 330 337 113.9 116.3 Goldsborough 7 1 6 33 25 11.4 8.6 Harstine 11 3 7 42 59 14.5 20.4 Hood 51 7 43 260 294 89.7 101.4 Kennedy 3 1 2 13 15 4.5 5.2 Mill 41 4 35 195 207 67.3 71.4 Oakland 71 11 53 336 300 115.9 103.5 Oakland -Johns Creek 23 0 22 106 123 36.6 42.4 Skookum 27 2 23 99 94 34.2 32.4 Total' 298 33 251 1414 1,454 487.8 501.6 'When a Group B water system served parcels spanning more than one subbasin,the water system was asigned only one subbasin for the purposes of this table. Page 1 of 5 M MOTT M Goldsborough Watershed Case Report MACDONALD Project: Squaxin/Mason County MOA Client: Mason County Our reference: 507107872 Date: January 25, 2024 Prepared by: Wayne Rennick Approved by: Peter Schwartzman Subject: Goldsborough Watershed Case Report 1 Memorandum of Agreement This case report was prepared in response to section 5.4(a) of the Squaxin Island Tribe and Mason County Memorandum of Agreement (MOU)signed by both parties on February 22, 2019. The MOU specifically states that: 5.4 No later than January 1, 2021, the County shall: (a)prepare as initial case reports for Johns Creek and Goldsborough Creek watersheds that refine and make more realistic the water use projections in Section 5.3 through scrutinizing potential land subdivisions and limitations imposed by the County's Resource Ordinance. MCC Ch. 8.52; The completion of this case report will assist in determining a timetable to move forward with section 5.4b: Cooperatively develop with the Tribe a timetable for the County's development of such reports for the remaining watersheds with instream flows. 2 Scope of Work Objective: Develop a more realistic estimate of how many rural wells will be drilled, and where they will be drilled, in Johns Creek and Goldsborough watersheds as undeveloped parcels are eventually developed. This case report focuses on Goldsborough watershed, there will be a separate case report for Johns Creek subbasin. 3 Land Capacity Analysis Mott MacDonald completed a Land Capacity Analysis (LCA)of the portion of WRIA 14 within Mason County that identified properties that are currently developed', those developed parcels that could be redeveloped at a higher density and vacant parcels that could be developed with residential uses in rural residential areas (Mott MacDonald, 2023). Although our LCA also considered parcels within urban growth areas (UGAs), this analysis is of development potential is restricted to rural areas (i.e. those outside of UGAs.) Undeveloped parcels within existing Group A water system boundaries were also excluded from this analysis because it is assumed that those parcels would be able to connect to the Group A water system for water service. The LCA defined developed parcels as those with a structure greater than$10,000 in value or a septic system record with zoni ng that allows residential use. Mott MacDonald Page 2 of 5 Outside the Shelton UGA and existing Group A water system boundaries, there are 561 parcels deemed to be currently developed, of which 99 (18%)would be considered "Redevelopable" based on the "developed value" criteria used in the LCA2. However, out of these 99, only 23 (4%) are large enough that existing zoning would allow more residential units to be added. An additional 667 parcels that are currently undeveloped have sufficient size to allow future development under existing zoning designations. This analysis was limited to parcels greater than 1-acre, because smaller parcels have insufficient area to accommodate both a well and a septic drainfield. Existing parcels, zoned rural residential, greater than 1-acre are considered developable regardless of zoning criteria for minimum lot size. Based on that size criteria alone, 448 out of these 667 parcels (67%), are considered developable for Dwelling Units'. Therefore, within the rural area, 471 parcels were identified as having the potential for new development or being redeveloped with more units than currently exist. Based on their zoning designation and size, these parcels (combined) could support 1,120 new residential units. Adding new to existing residential units results in a total of 1,719 potential future residential units within the Goldsborough Creek subarea at full buildout. Table 1 summarizes the results of this analysis. Figure 1 shows the development potential of rural parcels in the Goldsborough Creek subarea. 4 Limitation to Development Based on Critical Areas Considerations The number of developable dwelling units in the residential portion of the Goldsborough Creek subarea described above does not account for portions of parcels deemed undevelopable due to limitations associated with critical area ordinances (CAO's). A portion of the above-estimated 1,120 potential future dwelling units may not be permittable due to CAO's. The development process requires examination of multiple criteria that would limit where and if development could occur on a parcel. Some of these criteria, such as wetlands and steep slopes, require review by qualified professionals in those fields. That level of detailed review is beyond the scope of this case study. As a representative proxy of future developable parcels (or portions thereof) limited by CAO restrictions, Mott MacDonald randomly reviewed 84 of the 471 parcels, identified as redevelopable or vacant and developable, to assess whether CAO's are likely to limit their development potential. One parcel crossed two different zoning categories, and was therefore split into two polygons, thus resulting in 85 "effective" parcels reviewed. Mott MacDonald's analysis required assumptions (as agreed upon by the County and the Tribe) as described below. Methodology A total of 85 tax parcels were selected (using a random number generator in Excel) in the rural portion of the Goldsborough subbasin to investigate their development potential Zoning would allow for 277 future Dwelling Units on these 85 parcels. Five of the parcels were identified as having an existing building on them but their zoning and size would allow for them to be redeveloped at higher density. Mott MacDonald's GIS analyst viewed each parcel and the CAO layers to estimate whether the number septic systems and wells allowable by zoning could be constructed on the parcel using the following criteria: • Wells must be 100 feet from a septic drainfield; • Septic drain fields must be 100 feet from surface water features; and 2 Currently developed parcels were considered redevelopable if the market value of existing structures was less than or equal to 50%of the total property value. 3 It should be noted that, even without disqualification by size,the potential for future development of the remaining 219 undeveloped rural parcels remains small.These parcels were all smaller than permissible for development by existing zoning. If each parcel were allowed a fraction dwelling unit consistent with existing zoning(similar to incorporating an existing parcel into a neighboring parcel,thereby expanding its development potential),a total of 45 new dwelling units(4.0%of 1,120)wou Id be added. Mott MacDonald Page 3 of 5 • Developed portions of the site must maintain a 25-foot setback from roads. Mott MacDonald then assessed CAO setbacks to assess whether the above criteria could still be met. Based on consultation with the County, as long as these criteria could be met, the parcel was assumed fully developable up to the number of dwelling units allowed by zoning'. Our analysis employed the CAO setbacks described below to evaluate whether these criteria would be met. The accuracy of our analysis is dependent on the associated accuracy of these mapped CAO features. • FEMA Flood Zones. The portion of a parcel overlapped by these features is considered undevelopable and a well or septic drainfield would not be located in these areas. The data defining FEMA flood zones was generally of high quality except for a few areas where older, less precise data was still used (for example, the areas around Catfish and Hanks Lakes.) In those locations Mott MacDonald used the Lidar elevation data to try and estimate if the parcel was in the floodplain. • Stream Setbacks. Mott MacDonald used stream datasets from Washington State Department of Ecology (Ecology) as well as Washington Department of Natural Resources (WDNR). Offset distances associated with these setbacks varied based on stream types designated in WDNR forest practices hydrography, and ranged from 75 to 150 feet. For surface-water features lacking WDNR designations, setbacks of 200 feet were applied to Ecology surface-water features. These areas are unavailable for septic drainfields. • Wetlands. Wetland features from Ecology were used to identify parcels as having a wetland on the parcel or if they were within 200 feet of one of these features. This dataset contained many inaccurate geometries, therefore these boundaries were used for reference but wouldn't disqualify a parcel from future development. • Slopes Greater than 15%. Mott MacDonald used LiDAR data to delineate areas with slopes greater than 15%. Development would be more likely in areas with less than 15% slope; however, this criteria didn't eliminate a parcel from future development because: 1) small areas of steep slope (e.g. ditches crossing properties) are unlikely to limit development, and 2) development may still proceed with the proper engineering analysis. Parcels within 50 feet of these areas were identified and avoided when the manual assessment occurred. • Landslide Hazard Areas (LHA's). Coverage of LHA's was provided by the County at low (coarse) resolution. Portions of parcels were assumed undevelopable if overlain by LHA's. A Landslides layer from DNR was also used to identify landslide risk. To identify areas where or if building could occur on a parcel, a 200-foot diameter circle was generated for each parcel and moved to areas of the parcel where it avoids CAO features and their associated setbacks. Figure 2 shows the critical areas in Goldsborough subbasin as well as the parcels reviewed. 5 Results of Manual Review Out of the 85 parcels reviewed, seven were eliminated based on being mostly or entirely within a FEMA flood zone with insufficient space for onsite septic and water wells. A final parcel was eliminated because of the lack of space for a well and septic on the parcel, though it would be possible for the owner to work with an adjoining °Our analysis assumed that the total number of dwelling units allowed purely through zoni ng would not be impacted by the areal fraction and footprint of the CAO offsets overlying the parcel.We note that dwelling unit lots can be arranged to maximize development potential.This assumption is considered to be conservative because it yields a larger number of dwelling units than would otherwise be calculated. Mott MacDonald Page 4 of 5 parcel and have a two-party well agreement to provide water to the site. The 8 parcels deemed to be undevelopable were estimated to have the potential for a total of 9 future dwelling units based on zoning. Several parcels were marginal for development but were not eliminated. One parcel that seemed too small to have a well and septic on the property had existing permits from decades ago approving wells and septic systems. Three other parcels were adjacent to parcels with the same owner, which would allow easy two-party well agreements to be permitted for future development. The 4 parcels deemed marginally developable were estimated to have the potential for a total of 4 future dwelling units based on zoning. Table 2 summarizes the results of the manual review. If the ratio of parcels undevelopable due to CAO concerns (8 out of 85, or 9%) is assumed to be true for all rural parcels identified as developable, a total of 407 of the 448 future rural parcels (91%) could be developed. Translating this 91% multiplier to future dwelling units is not as straightforward due to variability in the number of developable dwelling units per parcel. The 448 future parcels are associated with 1,120 future dwelling units, which would be reduced to 1,087 units based on direct correlation between parcels and dwelling units. The actual number of developable dwelling units will vary depending on the actual attributes of undevelopable parcels. References Mott MacDonald, 2023. WRIA 14 Land Capacity Analysis. Consultant's report prepared for Mason County dated 1/2024. Mott MacDonald Page 5 of 5 List of Attachments Table 1: Zoning, Density, Number of Parcels Supporting Further Development, and Number of Additional Dwelling Units Table 2: Comparison of Currently Developed Parcels to Maximum Future Parcels Served by PE or Group B Wells Figure 1: Goldsborough Subbasin Existing and Future Residential Development Figure 2: Goldsborough Subbasin with Critical Areas and Reviewed Parcels Table 1:Zoning, Density, Number of Parcels Supporting Further Development, and Number of Additional Dwelling Units Total Total Existing Redevelopment New Development Total L Y O a) N (n � =� � � N N V Q_ C LID c- cc 75 c c Q Q — E > ca > d o S o M C E o zoo_ 0 a) Q o — ao_ o m O M U Q > = 0 Rural Zoning Agricultural Resource Lands AGR 0.1 10 25 3 6 15 14 26 57 Inholding Lands IH Varies Varies 50 11 11 38 37 267 328 Long Term Commercial Forest LTCF 0.0125 80 7 0 0 136 68 177 184 Rural Residential 10 Acres RR10 0.1 10 71 1 1 95 19 42 114 Rural Residential 20 Acres RR20 0.05 20 65 1 2 127 109 296 363 Rural Residential 5 Acres RR5 0.2 5 343 7 18 256 201 312 673 561 23 38 667 448 1,120 1,719 NOTES: Parcels inside UGAs were excluded. Parcels inside Group A Watersystems were excluded. Inholding Lands density described in Section 3.3 of Land Capacity Analysis Table 2: Comparison of Currently Developed Parcels to Maximum Future Parcels Served by PE or Group B Wells Total Future Ecology Percentage Percentage Current Random Units in NHD Slope >15% DNR Existing PIN in FEMA DNR Hydro Water UGA Buildable Rank subbasin Wetland within 50ft Landslides Building Zone Buffers Source (Final) Water 57 521133000000 51 6.9 Y Y N N Yes 73 520020001000 28 9.3 18.0 Y Y N N Yes 70 519024000000 24 Y N N Yes 71 420063400000 16 Y N N Yes 43 519024400000 16 27.4 Y N N Yes 13 421290001000 12 2.6 Y Y N N Yes 99 421194000000 8 5.9 Y Y N N Yes 67 420261000000 7 1.4 Y Y Y N N Yes 49 420204300000 6 86.8 25.5 Y Y N N lYes (tax parcel split by zoning) 54 420060000000 4 Y Y N N Yes 69 420183400000 4 33.9 0.2 Y Y N N Yes 92 520123400000 4 Y Y N N Yes 53 420182100000 3 Y N N Yes 34 420213300000 3 56.0 29.0 Y Y Y PE Asm. N Yes 4 421320001000 3 6.0 Y Y N N Yes 26 520250002000 3 1.1 19.1 Y Y N N Yes 49 420204300000 2 100.0 28.7 Y N N N No- FEMA (tax parcel split by zoning) 15 420163290011 2 Y Y PE Asm. N Yes 79 420163290100 2 Y Y PE Asm. N Yes 83 420164400020 2 Y N N Yes 9 420170003000 2 6.4 15.2 Y Y N N Yes 17 420174400010 2 Y N N Yes 94 420182100020 2 Y Y PE Asm. N Yes 84 420317500030 2 14.3 46.6 Y Y N N Yes 31 420363400000 2 20.6 Y Y N N Yes 61 421273300000 2 Y N N Yes 28 421333100000 2 Y N N Yes 18 421334000000 2 Y Y N N Yes 87 421342100000 2 Y Y N N Yes 40 520251200160 2 78.5 54.7 Y Y Y PE Well N Yes 100 520350000000 2 0.8 13.6 Y Y N N Yes 11 420172300050 1 100.0 Y N N No- FEMA 98 420184200020 1 100.0 90.4 Y N N N No- FEMA 33 420203200000 1 100.0 Y N N N No- FEMA 68 420213100040 1 99.2 30.5 Y Y N N No- FEMA 48 420251200000 1 88.9 0.3 200 Y N N No- FEMA 85 420252400020 1 99.6 0.8 200 N N N No- FEMA 82 520251200150 1 18.3 71.2 Y Y N N Unlikely- Insufficent Space for Onsite Septic and Well 37 420083100020 1 20.9 Y Y N N Yes 65 420083300000 1 66.1 Y Y N N Yes 46 420182300000 1 39.2 Y Y N N Yes 88 420187590011 1 12.1 200 Y N PE Well N Yes 3 420192200010 1 60.2 Y Y N N Yes 75 420192400010 1 11.3 7.1 Y N N N Yes 64 420212490020 1 Y N N Yes 89 420223100000 1 28.9 Y N N Yes 10 420224290043 1 Y N N Yes 23 420257500250 1 Y N N Yes 72 420257590022 1 Y N PE Well N Yes 8 420264000010 1 62.7 20.2 Y Y N N Yes 59 420264200000 1 25.0 19.7 Y Y N PE Well N Yes 25 420271190082 1 Y N N Yes 66 420302200000 1 23.8 Y Y N N Yes 7 420351200010 1 Y N N Yes 80 421173000000 1 Y N N Yes 22 421197590141 1 N N N Yes 78 421203400000 1 Y N N Yes 39 421310002000 1 30.6 0.0 Y Y N N lYes 62 421323400020 1 25.4 Y N N Yes 60 421324200080 1 N N N Yes 95 421353400000 1 Y Y N N Yes 32 421355000040 1 Y N N Yes 97 519024100000 1 26.5 Y N N Yes 24 520013490083 1 N N N Yes 30 520017500030 1 21.1 6.9 200 Y N N Yes 42 520017500050 1 2.5 200 Y N N Yes 12 520017500080 1 Y N N Yes 90 520017500260 1 43.1 Y Y N N Yes 81 520017600070 1 Y N N Yes 2 520017790142 1 Y Y N N Yes 74 520121000000 1 Y N N Yes 45 520122000010 1 Y N N Yes 35 520135000021 1 Y N N Yes 55 520135000968 1 0.6 Y N N Yes 20 520241190020 1 N N N Yes 52 520241400020 1 54.8 Y Y N N Yes 93 520243390010 1 Y N N Yes 96 520254200190 1 18.8 73.8 Y Y N N Yes 14 521234000000 1 Y N N Yes 5 521340000000 1 Y N N Yes 91 521340001000 1 Y Y N N Yes 50 420213290054 1 Y N N Yes- Existing permit from 1994 16 520017500140 1 97.4 73.8 Y Y N N Yes- FEMA data is old 77 420224490037 1 Y N N Yes-Same owner on adjacent parcel to allow 2 party well 19 420247500041 1 Y I N IN lYes-Same owner on adjacent parcel to allow 2 party well 36 420271100100 1 1 Y I N IN IYes-Same owner on adjacent parcel to allow 2 party well C:\Users\REN97143\Mott MacDonald\Mason County Water Use Anal pis-Pro osal Pro'ect-Do\GIS\Pro Anal sis\Pro Anal sis.a rx Goldsborou h La out Tabloid 1/8/2024 :•�' Sk 0 . •• y�, kOrriish 101 f • :� ��• 10 • J ,eIZ W (D • Dayton 0 m O � .:. ough Goldsb G re ek ' • Shelton • fee Lr.. - Isabella Lake N • One Additional Future Dwelling Unit • One Existing Dwelling Unit Miles CVacant, Future Residential Development C0 1 2 Redevelopable, Existing Residential Development Existing Residential Development No Existing or Future Residential Development Figure 1 Group A Water Service Areas y WRIA 14 Subbasins Goldsborough Subbasin ® Incorporated Areas and UGAs , Existing and Future Residential Development M MOTT M MACDONALD CAUsers\REN97143\Mott MacDonald\Mason Countv Water Use Analysis-Proposal Pro'ect-Do\GIS\Pro Anal sis\Pro Anal sis.a rx Goldsborou hCritical La out Tabloid 12/28/2023 Q Skok0127is12 • i r _ 0 z= 101 Ir` o o9 Da t n� �a5 - - .borough a°Idk Shelton cree 06 e T, 0- 5 O � ` e �, A R _ r .,. Isabella Lake Random Review Parcels Water Body Buffers (DNR) Not Buildable � Landslides(DNR) N L Buildable Slopes Greater than 15 Percent(LiDAR) CM >15% Miles FEA High Risk Flood Zone 0 1 2 FEMA High Risk Coastal Area - >30% Streams (Ecology) ® Incorporated Areas and UGAs Wetlands(Ecology) Shelton City Boundary Figure 2 WRIA 14 Subbasins 9 Goldsborough Subbasin With Critical Areas and Reviewed Parcels M MOTT M MACDONALD Page 1 of 5 M MOTT M Johns Creek Watershed Case Report MACDONALD Project: Squaxin/Mason County MOA Client: Mason County Our reference: 507107872 Date: January 25, 2024 Prepared by: Wayne Rennick Approved by: Peter Schwartzman Subject: Johns Creek Watershed Case Report 1 Memorandum of Agreement This case report was prepared in response to section 5.4(a) of the Squaxin Island Tribe and Mason County Memorandum of Agreement (MOU)signed by both parties on February 22, 2019. The MOU specifically states that: 5.4 No later than January 1, 2021, the County shall: (a)prepare as initial case reports for Johns Creek and Goldsborough Creek watersheds that refine and make more realistic the water use projections in Section 5.3 through scrutinizing potential land subdivisions and limitations imposed by the County's Resource Ordinance. MCC Ch. 8.52; The completion of this case report will assist in determining a timetable to move forward with section 5.4b: Cooperatively develop with the Tribe a timetable for the County's development of such reports for the remaining watersheds with instream flows. 2 Scope of Work Objective: Develop a more realistic estimate of how many rural wells will be drilled, and where they will be drilled, in Johns Creek and Goldsborough watersheds as undeveloped parcels are eventually developed. This case report focuses on Johns Creek watershed, there will be a separate case report for Goldsborough watershed. 3 Land Capacity Analysis Mott MacDonald completed a Land Capacity Analysis (LCA)of the portion of WRIA 14 within Mason County that identified properties that are currently developed', those developed parcels that could be redeveloped at a higher density and vacant parcels that could be developed with residential uses in rural residential areas (Mott MacDonald, 2023). Although our LCA also considered parcels within urban growth areas (UGAs), this analysis of development potential is restricted to rural areas (i.e. those outside of UGAs2.). Undeveloped parcels within existing Group A water system boundaries were also excluded from this analysis because it is assumed that those parcels would be able to connect to the Group A water system for water service. Finally, parcels with The LCA defined developed parcels as those with a structure greater than$10,000 in value or a septic system record with zoning that allows residential use. 2 14%of the Johns Creek subbasin is inside the UGA. Mott MacDonald Page 2 of 5 Forest Legacy Program easements were excluded, because these easements prohibit future development'. The Forest Legacy Program parcels are all zoned RR20 and would support around 80 dwelling units if development were allowed. Outside the Shelton UGA and existing Group A water system boundaries, there are 311 parcels deemed to be currently developed, of which 24 (7.7%)would be considered "Redevelopable" based on the "developed value" criteria used in the LCA4. However, out of these 24, only 2 (8.3%) are large enough that existing zoning would allow more residential units to be added. Based on their zoning designation and size, these two parcels could potentially support 8 new dwelling units. An additional 164 parcels that are currently undeveloped have sufficient size to allow future development under existing zoning designations. Ten of those 164 parcels were covered by Forest Legacy Program easements which prohibits future development. This analysis was limited to parcels greater than 1-acre, because smaller parcels have insufficient area to accommodate both a well and a septic drainfield. Existing parcels, zoned rural residential, greater than 1-acre are considered developable regardless of zoning criteria for minimum lot size. Based on that size criteria alone, 102 out of these 154 parcels (66%), are considered developable for Dwelling Units'. Based on their zoning designation and size, these 102 parcels could potentially support 216 new dwelling units. Therefore, within the rural area, 104 parcels were identified as having the potential for new development or being redeveloped with more units than currently exist. These parcels (combined) could support 224 new residential units. Adding new to existing residential units results in a total of 535 potential future residential units within the Johns Creek subarea at full buildout. Table 1 summarizes the results of this analysis. Figure 1 shows the development potential of rural parcels in the Johns Creek subarea. 4 Limitation to Development Based on Critical Areas Considerations The number of developable dwelling units in the residential portion of the Johns Creek subarea described above does not account for portions of parcels deemed undevelopable due to limitations associated with critical area ordinances (CAO's). A portion of the above-estimated 216 potential future dwelling units may not be permittable due to CAO's. The development process requires examination of multiple criteria that would limit where and if development could occur on a parcel. Some of these criteria, such as wetlands and steep slopes, require review by qualified professionals in those fields. That level of detailed review is beyond the scope of this case study. As a representative proxy of future developable parcels (or portions thereof) limited by CAO restrictions, Mott MacDonald randomly reviewed 40 of the 104 parcels, identified as redevelopable or vacant and developable, to assess whether CAO's are likely to limit their development potential. One parcel crossed two different zoning categories, and was therefore split into two polygons, thus resulting in 41 "effective" parcels reviewed. Mott MacDonald's analysis required assumptions (as agreed upon by the County and the Tribe) as described below. Methodology 3 Easements associated with the Forest Legacy Program cover almost 26%of the subbasin. °Currently developed parcels were considered redevelopable if the market value of existing structures was less than or equal to 50%of the total property value. 5 It should be noted that, even without disqualification by size,the potential for future development of the remaining 62 undeveloped rural parcels remains small.These parcels were all smaller than permissible for development by existing zoning. If each parcel were allowed a fraction dwelling unit consistent with existing zoning(similar to incorporating an existing pa rcel into a neighboring parcel,thereby expanding its development potential),a total of 5 new dwelling units(2.3%of 216)would be added. Mott MacDonald Page 3 of 5 A total of 40 tax parcels were selected (using a random number generator in Excel) in the rural portion of the Johns Creek subbasin to investigate their development potential. This represents 40% of the potentially developable parcels noted above. Zoning would allow for 106 future Dwelling Units on these 40 parcels. None of the parcels were identified as having an existing building on them. Mott MacDonald's GIS analyst viewed each parcel and the CAO layers to estimate whether the number septic systems and wells allowable by zoning could be constructed on the parcel using the following criteria: • Wells must be 100 feet from a septic drainfield; • Septic drain fields must be 100 feet from surface water features; and • Developed portions of the site must maintain a 25-foot setback from roads. Mott MacDonald then assessed CAO setbacks to assess whether the above criteria could still be met. Based on consultation with the County, as long as these criteria could be met, the parcel was assumed fully developable up to the number of dwelling units allowed by zonings. Our analysis employed the CAO setbacks described below to evaluate whether these criteria would be met. The accuracy of our analysis is dependent on the associated accuracy of these mapped CAO features. • FEMA Flood Zones. The portion of a parcel overlapped by these features is considered undevelopable and a well or septic drainfield would not be located in these areas. The data defining FEMA flood zones was generally of high quality except for a few areas where older, less precise data was still used (for example, the areas around Catfish and Hanks Lakes.) In those locations Mott MacDonald used the Lidar elevation data to try and estimate if the parcel was in the floodplain. • Stream Setbacks. Mott MacDonald used stream datasets from Washington State Department of Ecology (Ecology) as well as Washington Department of Natural Resources (WDNR). Offset distances associated with these setbacks varied based on stream types designated in WDNR forest practices hydrography, and ranged from 75 to 150 feet. For surface-water features lacking WDNR designations, setbacks of 200 feet were applied to Ecology surface-water features. These areas are unavailable for septic drainfields. • Wetlands. Wetland features from Ecology were used to identify parcels as having a wetland on the parcel or if they were within 200 feet of one of these features. This dataset contained many inaccurate geometries, therefore these boundaries were used for reference but wouldn't disqualify a parcel from future development. • Slopes Greater than 15%. Mott MacDonald used LiDAR data to delineate areas with slopes greater than 15%. Development would be more likely in areas with less than 15% slope; however, this criteria didn't eliminate a parcel from future development because: 1) small areas of steep slope (e.g. ditches crossing properties) are unlikely to limit development, and 2) development may still proceed with the proper engineering analysis. Parcels within 50 feet of these areas were identified and avoided when the manual assessment occurred. • Landslide Hazard Areas (LHA's). Coverage of LHA's was provided by the County at low (coarse) resolution. Portions of parcels were assumed undevelopable if overlain by LHA's. A Landslides layer from DNR was also used to identify landslide risk. s Our analysis assumed that the total number of dwelling units allowed purely through zoning would not be impacted by the areal fraction and footprint of the CAO offsets overlying the parcel.We note that dwelling unit lots can be arranged to maximize development potential.This assumption is considered to be conservative because it yields a larger number of dwelling units than would otherwise be calculated. Mott MacDonald Page 4 of 5 To identify areas where or if building could occur on a parcel, a 200-foot diameter circle was generated for each parcel and moved to areas of the parcel where it avoids CAO features and their associated setbacks. Figure 2 shows the critical areas in Johns Creek subbasin as well as the parcels reviewed. 5 Results of Manual Review Out of the 40 parcels reviewed, none were eliminated based CAO criteria. One was identified as being mostly under high voltage power lines but there was deemed enough space to build outside the easement areas on that parcel. Table 2 summarizes the results of the manual review. The review didn't identify any parcels where future development would be prohibited due to CAO limitations. If this result is projected on the remaining 64 parcels that were not reviewed, the future new development would remain at 224 additional dwelling units in the subbasin. This is an increase of just over 40% from current conditions in the subbasin. The actual number of developable dwelling units will vary depending on real-world conditions on these undeveloped parcels. References Mott MacDonald, 2023. WRIA 14 Land Capacity Analysis. Consultant's report prepared for Mason County dated 1/2024. Mott MacDonald Page 5 of 5 List of Attachments Table 1: Zoning, Density, Number of Parcels Supporting Further Development, and Number of Additional Dwelling Units Table 2: Comparison of Currently Developed Parcels to Maximum Future Parcels Served by PE or Group B Wells Figure 1: Johns Creek Subbasin Existing and Future Residential Development Figure 2: Johns Creek Subbasin with Critical Areas and Reviewed Parcels Table 1:Zoning, Density, Number of Parcels Supporting Further Development, and Number of Additional Dwelling Units Total Total Existing Redevelopment New Development Total L Y O a) N (n � =� � � N N V Q_ C LID c- cc 75 c c Q Q — E > ca > d o S o M C E o zoo_ 0 a) Q o — ao_ o m O M U Q > = 0 Rural Zoning Agricultural Resource Lands AGR 0.1 10 6 6 Rural Residential 10 Acres RR10 0.1 10 4 3 2 9 13 Rural Residential 20 Acres RR20 0.05 20 24 59 36 92 116 Rural Residential 5 Acres RR5 0.2 5 277 2 8 102 64 115 400 311 2 8 164 102 216 535 NOTES: Parcels inside UGAs were excluded. Parcels inside Group A Watersystems were excluded. Inholding Lands density described in Section 3.3 of Land Capacity Analysis Table 2: Comparison of Currently Developed Parcels to Maximum Future Parcels Served by PE or Group B Wells Total Future Ecology Percentage Percentage Current Random Units in NHD Slope>15% DNR Existing PIN in FEMA DNR Hydro Water UGA Buildable ID subbasin Wetland within 50ft Landslides Building Zone Buffers Source (Final) Water 8 321310004000 14 51.0 14.9 Y Y Y N Yes 9 320051000000 14 1.6 Y Y N Yes 12 320042000000 13 2.8 19.6 Y Y N Yes 13 321330001000 13 7.7 Y Y N Yes 16 420012000000 6 22.5 19.8 Y Y Y N Yes 22 421263000000 2 17.1 Y Y N Yes (parcel split by zoning and subbasin boundary) 22 421263000000 2 60.0 Y N Yes (parcel split by zoning and subbasin boundary) 23 421341100000 2 60.0 51.1 Y Y N Yes 25 421352300000 2 10.8 3.3 Y Y N Yes 26 421253450060 2 26.3 20.9 Y Y N Yes 28 421351100000 2 1.4 Y N Yes 29 421352100000 2 8.0 Y N Yes 30 321314002000 2 Y Y N Yes 27 320054100030 2 12.3 33.3 Y Y N Yes- Mostly under power transmission lines 6 320054200030 2 29.8 29.4 Y Y N Yes-SWG permit 2023 32 421351400000 1 Y Y Y N Yes 33 421354200000 1 8.7 Y Y Y N Yes 35 421355000056 1 22.4 17.7 200 Y N Yes 36 421355000006 1 6.5 15.6 200 Y N Yes 37 421355000042 1 39.2 21.3 200 Y N Yes 38 321314200020 1 Y N Yes 39 421355000025 1 8.5 11.3 200 Y N Yes 40 421355000039 1 36.8 20.7 200 Y N Yes 43 421341300000 1 1.8 2.0 Y Y N Yes 45 421253150010 1 1.8 0.1 Y Y PE Well N Yes 46 321333400000 1 54.3 77.8 Y Y N Yes 47 321307500160 1 37.5 46.3 Y Y N Yes 48 421355000008 1 Y N Yes 49 421257690043 1 Y N Yes 50 421355000015 1 200 Y N Yes 51 421267590072 1 48.9 37.9 Y Y N Yes 52 320057590120 1 Y N Yes 53 321307590151 1 200 Y N Yes 55 421355000002 1 11.7 200 Y N Yes 58 421253300000 1 18.5 3.9 Y N N Yes 41 421355000050 1 32.5 18.8 200 Y N Yes- Existing Well onsite 31 320057690012 1 N N Yes-Same Owner on adjacent parcel 44 421257690052El Y N Yes-Same Owner on adjacent parcel 56 321333400010 0.6 Y N Yes-Same Owner on adjacent parcel 42 421355000044 Y N Yes-Well Drilled 2022 57 421355000014 1 1.1 Y I IN IYes-Well Drilled 2022 A r�� 101 i • °his c • Cran berry • C_Creek • r' ky6hn Lake . r' 10 • � '1� L .q.,,,r AW ` Island r ohG� 101 Lake ay0 Cn 3 m aid n Oaf\ m m • One Additional Future Dwelling Unit Streams(Ecology) • One Existing Dwelling Unit Group A Water Service Areas , Figure 1 Vacant, Future Residential Development Forest Legacy Program Parcels 9 Johns Creek Subbasin - Redevelopable, Existing Residential Development ® Incorporated Areas and UGAs Existing and Future - Existing Residential Development Shelton City Boundary N - No Existing or Future Residential Development WRIA 14 Subbasins Residential Development Miles M 0 1 MOTT M MACDONALD A C%a LC 101 cc) -J, Cranl:rry / johns 10 Island 101 Lake l O Y Cn 3 aid m m FEMA High Risk Flood Zone Random Review Parcels Figure 2 Wetlands (Ecology) Forest Legacy Program Parcels r Streams(Ecology) ® Incorporated Areas and UGAs Johns Creek Subbasin LL Water Body Buffers(DNR) Shelton City Boundary With Critical Areas and Landslides (DNR) WRIA 14 Subbasins N Slopes Greater than 15 Percent(LiDAR) Reviewed Parcels >15% Miles ', M >30% 0 1 MOTT M MACDONALD C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Ian Tracy Ext. 544 Department: Public Health Briefing: 0 Action Agenda: 0 Public Hearing: 0 Special Meeting: ❑ Briefing Date(s): February 5,2024 Agenda Date: February 13,2024 Internal Review: ❑ Finance ❑ Human Resources ❑X Legal ❑ Information Technology ❑ Risk (This is the responsibility of the requesting Department) Below for Clerk of the Board's Use Only: Item Number: Approved: ❑ Yes ❑ No ❑ Tabled ❑ No Action Taken Ordinance/Resolution No. Contract No. County Code: Item• Mason County Code Chapter 6.68 Water Adequacy Regulation Proposed Changes Background/Executive Summary: This regulation provides the minimum requirements staff use when processing and issuing building permits and establishing Two-Party/Group B water systems. Part of this regulation,commonly referred to as the Hirst Response is being moved into Title 17 to bring it into alignment with the state law from which it originates. The remainder of the regulation is being updated to make our minimum supply requirements consistent with neighboring jurisdictions and require a satisfactory bacterial report for those proposing to connect to a Group B well. Currently we require 800ga1/day/connection. We propose to change this to 400ga1/day/connection which is consistent with Kitsap and Thurston County. Budget Impact(amount, funding source,budget amendment): N/A Public Outreach (news release,community meeting, etc.): N/A Requested Action: Approval to set a Public Hearing for Tuesday,March 12,2024 at 9:15 a.m. to review and approve amendments to County Code Title 6—Sanitary Code regarding Water Adequacy. Attachments Draft Code Amendments Draft Ordinance Draft Notice of Hearing ORDINANCE NUMBER AMENDMENT TO MASON COUNTY CODE TITLE 6 CHAPTER 6.68 WATER ADEQUACY ORDINANCE amending sections of Mason County Code Title 6 Chapter 6.68 Water Adequacy to re-organize portions of the code and adjust minimum water supply requirements for issuance of permits. WHEREAS, RCW 70.05.060 directs the Local Board of Health to enact local rules and regulations as are necessary in order to preserve, promote and improve the public health; and WHEREAS, Mason County Code Title 6.68 provides minimum drinking water supply requirements for development; and WHEREAS, portions of this code are not consistent with state code; and WHEREAS, some requirements of this code have been found to be overly burdensome and inconsistent with neighboring jurisdictions; and WHEREAS, the Commissioners considered the proposed amendment at a duly advertised public hearing on March 12'h, 2024; and WHEREAS, the Board of County Commissioners took public testimony from interested parties, considered all the written and oral arguments, testimony and comments presented; and WHEREAS, the Board of County Commissioners also considered the Staff Report; and WHEREAS, the Board of County Commissioners finds that the proposed amendment to Title 6, Section 6.68.010, 6.68.020, 6.68.030, 6.68.040, 6.68.050, 6.68.060, and 6.68.070 complies with all applicable requirements of the Mason County Code, and that it is in the best public interest; and BE IT HEREBY ORDAINED, the Mason County Board of Commissioners hereby approves and ADOPTS amendments to the Mason County Code Title 6, as described in Attachment A. DATED this day of 92023. BOARD OF COUNTY COMMISSIONERS ATTEST: MASON COUNTY, WASHINGTON McKenzie Smith, Clerk of the Board Randy Neatherlin, Chair APPROVED AS TO FORM: Kevin Shutty, Vice-Chair Tim Whitehead, Chief Deputy Prosecuting Attorney Sharon Trask, Commissioner Attachment A Chapter 6.68 DRINKING WATER ADEQUACY REGULATIONS 6.68.010 Purpose. Act(RCW 36.70A)for new censtFuction and te each let in a proposed subdivision or a sheFt subdivision prier te appFeval {b� The purpose of this chapter is to protect public health and support safe, reliable drinking water by establishing minimum standards for potable water supply for building permits and land divisionit is expFess purpose of this ehapteF tE)PFE)vide fer and PFE)Fnete the health, safety and welfaFe ef the gene public,and nOt GFeate eF etheFWise establish er designate any paFtiGUlaF elass E)F gFEMP of peFSOAS whe will er (Res. 68-96(part), 1996:§ 1 of Res.dated 1/4/96). (Ord. No.04-18,Att.A,2-1-2018;Ord. No. 12-18,Att.A,2-20-2018; Ord. No. 19-18,Att.A,3-20-2018) 6.68.020 Scope of coverage. (a) The provisions of this chapter shall apply to all territories contained within the jurisdictional boundaries of tl�--Mason County Department of r,,.,,.,,unity Services The provisions of these rules and regulations shall apply to all new residences, places of business,or other buildings or places where persons congregate, reside or are employed which requires potable water and to land segregation regulated under Title 16 of this code. (b) Any building necessitating potable water shall provide proof of potable water as delineated in this code and approved by the eemmunit•seFviees dDirector or their designee(s) prior to issuance of the permit. Exemptions to this code are listed as follows: (1) Buildings identified by the building official which do not require potable water facilities; (2) Improvements, replacement structures,or additions to buildings which already contain potable water- and will not result Alt on increased..,-teF. (Res. 68-96(part), 1996:§2 of Res.dated 1/4/96). (Ord. No.04-18,Att.A,2-1-2018;Ord. No. 12-18,Att.A,2-20-2018; Ord. No. 19-18,Att.A,3-20-2018) 6.68.030 Definitions. The definitions of terms in WAC 246-290,WAC 246-291, RCW 90 03 RCW 90 nn and Title 16 of this code are adopted and incorporated by reference. (Res. 68-96(part), 1996:§3 of Res.dated 1/4/96). (Ord. No.04-18,Att.A,2-1-2018;Ord. No. 12-18,Att.A,2-20-2018; Ord. No. 19-18,Att.A,3-20-2018) 6.68.040 Determination of adequacy for building permits. (a) Greup B er T,. _Party Public WateF Systems. (1) Prior to issuance of a building permit,the wateF system manageF provides, in writing,verification that the water system is able and willing to provide water to the new connection and that doing so will not (Supp.No.63,5-23) Page 3 of 8 Attachment A exeeed- limits impesed upen the system by aRy State and leeal regulation.Verifirzatien in WFitiAg Will hP nlishnrd by signing statement en a nliGatien form,and Quality. li � jrc� rrt�. n areas ef water quality 'fer any er all of the following: A. Primary n+n + s— R Ser•r.nrdary ntaminates 1i l +ilneFganienrds(VOC) nrd/nr D. Synthetic n nrds/curl (B) Quantity.The minimum quantity of available water supply shall be eight hundred gallons per connection per day andpumping rn+n of one gallon peFminute n connection. (C) Compliance. (i) Water systems must be in compliance with state and local design and construction Fequirements and with ngoing Fecluirements set forth by state r u latinn A wateF Fight permit er ee-Ftifie-ate A-f Surfaee vi-ateF Fight shall be ebtained-frem the 1A ashingten State Depa Ftmen+of Eceleg y where r e d by RCW 90.03 and QQ 44 (ba) Group A Public Water Systems. (1) Prior to issuance of a building permit,the water system manager provides, in writing,verification that the water system is able and willing to provide water to the new connection and that doing so will not exceed limits imposed upon the system by any state and local regulation.Verification in writing will be accomplished by signing a statement one the application form provided by the department. The form must be signed by the water system manager or their designee; and (2) Upon receipt of the application form,the Washington State Department of Health DOH is consulted to and the Washington State Department of Health determines#kalif the water system is adequate._ The consultation may be in the form of review of the state drinking water database or through direct communication with DOH staff. (b) Group B Public Water Systems. (1) Prior to issuance of a building permit,the applicant will provide the following: (A) The form provided by the department verifying that the water system is able and willing to provide water to the new connection and that doing so will not exceed limits imposed upon the system by any state and local regulation. The form must be signed by the water system manager or their designee. (B) A satisfactory bacteriological report. (2) Upon receipt of the application packet,the Department will review for the following: (Supp.No.63,5-23) Page 4 of 8 Attachment A (A) Quality. (i) A satisfactory bacteriological analysis is required within 12 months of permit application. (i i) In areas of water quality concern,water quality may be required to be further evaluated for the following: A. Primary contaminates, B. Secondary contaminates, C. Volatile organic compounds(VOC),and/or D. Synthetic organic compounds(SOC). (B) Quantity.The menar^ ^^^ ^^* supply shall be feur hundredT(^n )^Follons per c (6B) Compliance. (i) Water systems must be in compliance with state and local design and construction requirements and with on-going requirements set forth by state regulation. (i i) Source wells must be constructed according to the requirements set forth by WAC 173- 160. Proper permitting and notification to state and local departments shall be adhered to. (iii) A water right permit or certificate of surface water right shall be obtained from the Washington State Department of Ecology where required by RCW 90.03 and 90.44. (c) Individual Seurceeand Two-Party wells. (1) Prior to issuance of the building permit the applicant will provide the following: (A) eCopy of the water well report; (B) a-sSatisfactory bacteriological report,. (C) &Rd-aWell capacity test_ (D) Completed application form provided by the department;a+�d (2) Upon receipt of the application packet,the departmentdecumentatioR will be reviewed for the following: (A) Quality. (i) A satisfactory bacteriological analysis is required within 12 months of permit application. (i i) In areas of water quality concern,water quality may be required to be further evaluated for the following: A. Primary contaminates, B. Secondary contaminates, C. Volatile organic compounds(VOC),and/or D. Synthetic organic compounds(SOC). In of; Fat^-quality Geneem,the (B) Quantity.The minimum quantity of available water supply shall be four hundred(400)gallons per day per connections„anti+., The saFne.,,gUiF,,.nents apply as described in subsection (^)(2)(B with the exception that appreffiate conservation in conjunction with adequate sterage measUFes may be used to justify a daily volurne of less than eight hundred gall (Supp.No.63,5-23) Page 5 of 8 Attachment A (ii)and assuFance that the wateF seUFee will net interfeFe with existing wateF Fight5; (3d) A surface water source will be determined to be adequate for issuance of a building permit upon receipt of a copy of the certificate of surface water right and evidence of an appropriate disinfection method is attached to the application. .with the felle wi rw... (i) Any peffnit exempt gFOUndwater withdrawal asseciated with a water well eenstFueted befere january 19,2018 is deemed te have Pifedpnrp ef adequate water supply under this seetion! (i An applicant whose building leeatien is in Water Resource Inventory Area (WRIA) 14, 15, and 22 pay a fee of five hundred dellars te Masen County and Fece—rds relevant viater restrictions Ar lumotatupp,; with the p ert y title: (iii) Except as provided in (iv)of this subsection,an applicant whese building lecatien as within WRIA 14 and 15 may obtain approval for a withdrawal exempt frorn permitting under RCW 90.44.050 foF dernestic use only,with a maximum annual aveFage withdrawal of nine hundFed fifty gallons per day per cennect'. ..withdrawal of three thei w.-and..hens r. r day peF eetlen: w M thdrawal ef greundwater exempt fFOFn permitting under RCW 90.4 4.050 and approved under this subsectien (C), (iii)to ne Fnore than three hundred fifty gallons per day per connection for indoor use ndeer--re Anly,an applicant may use ffeundwateF exempt fFeFn permitting te maintain a fire eentre, hu iff.,r d Sri.,..a rd Fe fight emeFgeney..FdeF w 4 thdrawal is not hydraulically connected to closed or regulated surface waters,or that they can provide adequate mitigation to offset new consumptive use impacts.This requires site specific analysis- that as typically conducted by a licensed hydra geologist and is consistent with MaSOR County Stermwater Regulations(MCC 14.48). (Res. 68-96(part), 1996:§4 of Res.dated 1/4/96). (Ord. No.04-18,Att.A,2-1-2018;Ord. No. 12-18,Att.A,2-20-2018; Ord. No. 19-18,Att.A,3-20-2018) 6.68.050 Determination of adequacy for division of land. (a) Group A Public Water System.The same requirements apply as described in subsection 6.68.040(a). (ab) Group B eFTwo Party Public Water Systems. (1) New Water System. (A) The water system is completely installed and meets all state and local regulations;or (B) Moneys, under the name of Mason County hPalth repfieerPublic Health and Human Services, totaling one hundred thirty-five 135 percent of a bid obtained from an appropriate contractor (Supp. No.63,5-23) Page 6 of 8 Attachment A for the entire cost of drilling the well,obtaining approvals,and installing the system, is placed either into an escrow account or a bond to secure completion of the work after the well site location is passed. (2) Existing Water System.The same requirements apply as described in subsection 6.68.040(ab). (c) Individual and Two-Party Water Sources. (1) Individual and Two-Party water sources will be adequate for land division when the lots meet the sizing criteria in WAC 246-272A-205010320.The following disclaimer shall be placed on the face of the plat when potable water is not available for each parcel at the time of subdivision approval: "The lots, parcels or tracts contained within this land segregation have been created after establishing a potable water supply meeting all state and local regulations." (2) In areas where a water quantity or quality problem may exist,the following may be required: (A) Well logs of adjacent properties; (B) One or more wells drilled; (C) Water study by a qualified hydrogeologist. (Res. 68-96(part), 1996:§5 of Res.dated 1/4/96). (Ord. No.04-18,Att.A,2-1-2018;Ord. No. 12-18,Att.A,2-20-2018; Ord. No. 19-18,Att.A,3-20-2018). 6.68.060 Waiver of regulations. (a) The Health Officer may grant a waiver from specific requirements within this chapter if: (1) The waiver request is evaluated by the Health Officer or delegated county staff on an individual,site by site basis. (2) The waiver is submitted with all necessary forms provided by the department and applicable review fee(s)according to the Environmental Health Fee Schedule. (3) The waiver includes mitigation measure(s)to assure public health and water quality protection,at least to that established by these rules, is provided. (4) The waiver is consistent with all applicable state codes and does not result in conflicts with state chapters or requirements. Decisions of the Ddir,,ctor of Public Health and HurnaR Serv,c- -sco .,...un;ty sservices may be appealed to the Mason County Beard of Health.Appeals must be made On writing within tweRty working days of the decision which is being disputed.A hearing date shall be scheduled Feg6i laF meeting.All appeals shall -he se—pt*e the beard in wFiting via (Res. 68-96(part), 1996:§6 of Res.dated 1/4/96). (Ord. No.04-18,Att.A,2-1-2018;Ord. No. 12-18,Att.A,2-20-2018; Ord. No. 19-18,Att.A,3-20-2018) (Supp. No.63,5-23) Page 7 of 8 Attachment A 6.68.070 Appeals. (a) Decisions of the Director maybe appealed to the Health Officer. Appeals must be made in writing to the Director within ten working days of the decision which is being disputed. A hearing date shall be scheduled with the health officer to be held within thirty days of said decision being appealed. (b) Determinations of the health officer may be appealed to the hearings examiner. Appeals must be made in writing to the director within ten working days of the decision which is being disputed. A hearing date shall be scheduled with the hearings examiner to be held within thirty days of said decision being appealed. (c) Departmental orders and determinations shall be stayed for the period the appeal is pending, provided no public health hazard results from said stay.nu�edsi�-f the Ddirecter of community servicesPublic Health and Human Services may be appealed to the Mas on Geunty fibeard ef:L[health.Appeals must be made OR WFitiRg WithiR twenty we rking days efthe decisi en mihich is beiRg disputed.A heaFing date shall be seeheedd-wiled vvith the beard fer th iF Rext Feg6ilaF meetiRg.All appeals shall be sentte the (Res. 68-96(part), 1996: §7 of Res. dated 1/4/96). (Ord. No.04-18,Att.A, 2-1-2018;Ord. No. 12-18,Att.A, 2-20-2018;Ord. No. 19-18,Att.A, 3-20-2018) Page 8 of 8 NOTICE OF HEARING NOTICE IS HEREBY GIVEN that the Board of Mason County Commissioners will hold a public hearing in Mason County Building I,Commission Chambers,411 North Fifth Street,Shelton, WA 98584 on Tuesday,March 12,2024 at 9:15 a.m. SAID HEARING will be to take public comment on proposed amendments to sections of Mason County Code Title 6 Chapter 6.68 Water Adequacy to re-organize portions of the code and adjust minimum water supply requirements for issuance of permits. Public testimony will be available in-person or via Zoom. The URL is available on the County website hLtps://www.masoncoimb a._ov/ to sign into the meeting. Please use the "raise hand" feature to be recognized by the Chair to provide your testimony. You can also email testimony to msmith@,masoncountywa.gov or mail to the Commissioners' Office, 411 N 5d' St, Shelton, WA 98584; or call(360)427-9670 ext. 230. If special accommodations are needed, please contact the Commissioners' office, (360)427- 9670 ext. 419. DATED this 13r" day of February, 2024. BOARD OF COUNTY COMMISSIONERS MASON COUNTY,WASHINGTON McKenzie Smith,Clerk of the Board Bill: Mason County Public Health and Human Services 415 N. 6d'St., Shelton, WA 98584 Cc: Commissioners Department of Community Development Department of Public Works Shelton Journal: Publ. 2t: Week of February 22nd,2024&February 29d',2024 9. soN co�� Mason County Community Development Briefing February 5, 2024 Briefing Items County Code 17.03.020 Water Supply Requirements—Kell Rowen Capital Improvement Program 2024-2029 Appendix A—Marissa Watson C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Kell Rowen Ext.286 Department: Community Development Briefing: 0 Action Agenda: 0 Public Hearing: 0 Special Meeting: ❑ Briefing Date(s): February 5,2024 Agenda Date: February 13,2024 Internal Review: ❑ Finance ❑ Human Resources ❑X Legal ❑ Information Technology ❑ Risk (This is the responsibility of the requesting Department) Below for Clerk of the Board's Use Only: Item Number: Approved: ❑ Yes ❑ No ❑ Tabled ❑ No Action Taken Ordinance/Resolution No. Contract No. County Code: Item• Mason County Code Section 17.03.020 Water Supply Requirements—Proposed Amendment Background/Executive Summary: This amendment moves the water supply requirements,commonly referred to as the Hirst Response,from MCC 6.68 into Title 17 to more properly align with the state law from which it originates. Budget Impact(amount, funding source,budget amendment): N/A Public Outreach (news release,community meeting, etc.): Following Title 15 Notice Requirements. Requested Action: Approval to set a Public Hearing for Tuesday,March 12,2024 at 9:15 a.m. to review and approve amendments to MCC Title 17—Development Regulations,regarding Water Supply Requirements. Attachments Draft Code Amendments Draft Ordinance Draft Notice of Hearing ORDINANCE NUMBER AMENDMENT TO MASON COUNTY CODE TITLE 17 SECTION 17.03.020 WATER SUPPLY REQUIREMENTS AN ORDINANCE adopting water supply requirements in accordance with the Hirst Response by amending Mason County Code (MCC) Title 17, Chapter 17.03, adding Section 17.03.020. WHEREAS, RCW 19.27.097 — Building permit application — authorizes Mason County to require evidence of an adequate water supply consistent with RCW 90.94.020 and 030 for water resource inventory areas 14, 15, and 22, all within Mason County; and WHEREAS, MCC Title 6 — Sanitary Code previously contained the authorized requirements; and WHEREAS, Title 17 — Development Regulations (Zoning) is the appropriate location for regulations related to land use, specifically residential development; and WHEREAS, the Commissioners considered the proposed amendment at a duly advertised public hearing on March 12th, 2024; and WHEREAS, the Board of County Commissioners took public testimony from interested parties, considered all the written and oral arguments, testimony and comments presented; and WHEREAS, the Board of County Commissioners also considered the Staff Report; and WHEREAS, the Board of County Commissioners finds that the proposed amendment to Title 17, Section 17.03.020 complies with all applicable requirements of the Mason County Code, and that it is in the best public interest; and BE IT HEREBY ORDAINED, the Mason County Board of Commissioners hereby approves and ADOPTS amendments to the Mason County Code Title 17, Section 17.03.020, as described in Attachment A. Page 1 of 2 DATED this day of 12024. BOARD OF COUNTY COMMISSIONERS ATTEST: MASON COUNTY, WASHINGTON McKenzie Smith, Clerk of the Board Randy Neatherlin, Chair APPROVED AS TO FORM: Kevin Shutty, Vice-Chair Tim Whitehead, Chief Deputy Prosecuting Attorney Sharon Trask, Commissioner Page 2 of 2 17.03.020 Rpcervec]Water Supply Requirements. New residential development connecting to a well that was constructed on or after January 19, 2018,will comply with the following: 1) An applicant whose building location is in Water Resource Inventory Area (WRIA) 14, 15, and 22 shall pay a fee of five hundred dollars to Mason County and record relevant water restrictions or limitations with the property title. 2) An applicant whose building location is within WRIA 14 and 15 may obtain approval for a withdrawal exempt from permitting under RCW 90.44.050 for domestic use only,with a maximum annual average withdrawal of nine hundred fifty gallons per day per connection. 3) An applicant whose building location is within WRIA 22 may obtain approval for a withdrawal exempt from permitting under RCW 90.44.050 for domestic use only,with a maximum annual average withdrawal of three thousand gallons per day per connection. 4) An applicant shall manage stormwater runoff on-site to the extent practicable by maximizing infiltration, including using low-impact development techniques,or pursuant to stormwater management requirements adopted by the local permitting authority, if locally adopted requirements are more stringent. 5) If a drought emergency order under RCW 43.836.405, domestic water use may be curtailed to no more than three hundred and fifty gallons per day per connection,for indoor use only. a. Notwithstanding the drought restriction to indoor use,a fire control buffer may be maintained. 6) Protects proposing to rely on well water could demonstrate that their proposed withdrawal is not hydraulically connected to closed or regulated surface waters,or that they can provide adequate mitigation to offset new consumptive use impacts.This requires site specific analysis that is typically conducted by a licensed hydrogeologist and is consistent with Mason County Stormwater Regulations (MCC 14.48). Editor's note(s)—Res. No. 2022-093,Att.A,adopted Dec. 20, 2022, repealed § 17.03.020,which pertained to matrix of permitted uses and derived from Ord. 108-05,adopted 2005. Created: 2024-01-24 11:25:25 [EST] (Supp. No.66,2-24,Update 1) Page 1 of 1 NOTICE OF HEARING NOTICE IS HEREBY GIVEN that the Board of Mason County Commissioners will hold a public hearing in Mason County Building I,Commission Chambers,411 North Fifth Street,Shelton, WA 98584 on Tuesday,March 12,2024 at 9:15 a.m. SAID HEARING will be to take public comment on amendments to Mason County Code Title 17—Development Regulations regarding Water Supply Requirements formerly found in Title 6— Sanitary Code. Public testimony will be available in-person or via Zoom. The URL is available on the County website hLtps://www.masoncoimb a._ov/ to sign into the meeting. Please use the "raise hand" feature to be recognized by the Chair to provide your testimony. You can also email testimony to msmith@,masoncountywa.gov or mail to the Commissioners' Office, 411 N 5th St, Shelton, WA 98584; or call(360)427-9670 ext. 230. If special accommodations are needed, please contact the Commissioners' office, (360)427- 9670 ext. 419. DATED this 13th day of February, 2024. BOARD OF COUNTY COMMISSIONERS MASON COUNTY,WASHINGTON McKenzie Smith,Clerk of the Board Bill: Mason County Department of Community Development 615 W. Alder St., Shelton,WA 98584 Cc: Commissioners Shelton Journal: Publ. 2t: Week of February 22nd,2024&February 29th 2024 C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Marissa Watson Ext. 367 Department Community Development: Briefing: ❑X Action Agenda: ❑X Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): February 5,2024 Agenda Date: February 13,2024 Internal Review: ❑ Finance ❑ Human Resources ❑ Legal ❑ Information Technology ❑ Other (This is the responsibility of the requesting Department) Below for Clerk of the Board's Use Only: Item Number: Approved: ❑ Yes ❑ No ❑ Tabled ❑ No Action Taken Ordinance/Resolution No. Contract No. County Code: Item• Capital Improvement Program 2024-2029 (Appendix A of the Capital Facilities Element) Background/Executive Summary: RCW 36.70A.070(3)(d)calls for counties to draft"[...]at least a six-year plan that will finance such capital facilities within projected funding capacities and clearly identifies sources of public money for such purpose". The Capital Improvement Program was previously combined with the Capital Facilities Element.Due to the requirement to update the CIP annually,concurrent with the County capital budget,the Department extracted the CIP information to include in this appendix for ease of editing and evaluation going forward. This document should be referenced for the most current CIP information. The Capital Facilities Element addresses all other requirements of RCW 36.70A.070 regarding what a"capital facilities plan"shall consist of and will be brought forward to the PAC and BOCC during the Comprehensive Plan Periodic Update review. This topic was reviewed by the PAC at their December 18,2023&January 22,2024 meetings,it was unanimously recommended to the BOCC for approval on Jan 22. Budget Impact(amount, funding source,budget amendment): N/A Public Outreach (news release,community meeting, etc.): Public notice for the public hearings with the PAC were provided via the Shelton Mason Journal.Public notice for the hearing with the BOCC will also be through the Shelton Mason Journal and posted on the main page of the County website within the agendas. Requested Action: Approval to set a Public Hearing for Tuesday,March 12,2024 at 9:15 a.m. to consider the 2024-2029 Capital Improvement Program(CIP)Appendix A. Attachments Appendix A: Capital Improvement Program 2021-2029 APPENDIX A: CAPITAL IMPROVEMENT PROGRAM 2024-2029 INTRODUCTION This document is an appendix to the Mason County Comprehensive Plan's Capital Facilities Element;together the Capital Facilities Element and this Capital Improvement Program form the County's Capital Facilities Plan.This program depicts how the County will address the requirement of RCW 36.70A.070(3)(d) which calls for "f...]at least a six-year plan that will finance such capital facilities within projected funding capacities and clearly identifies sources of public money for such purpose". The Capital Improvement Program was previously combined with the Capital Facilities Element. Due to the requirement to update the CIP annually, concurrent with the County capital budget, the Department extracted the CIP information to include in this appendix for ease of editing and evaluation going forward.This document should be referenced for the most current CIP information. The Capital Facilities Element addresses all other requirements of RCW 36.70A.070 regarding what a "capital facilities plan" shall consist of.Within the Capital Facilities Element there is a more detailed narrative regarding the County's capital facility inventory though this CIP briefly describes that inventory prior to each project expenditure table summary. Criteria for Inclusion in the Capital Improvement Program Projects included in the Mason County Capital Improvement Program are intended to create new facilities or to modify existing facilities to provide for larger capacities accommodating growth projections.The County has currently not set specific criteria for inclusion in this project financing appendix. This is a topic that should be discussed during the Capital Facilities Element periodic update in 2024-2025 and prior to the next annual update of this document. Critical Issues for the Current Update The current planning period continues to see a need for planning and development in regard to wastewater collection and treatment facilities in the Belfair and Allyn Urban Growth Areas.The work performed through the Belfair Planned Action EIS, completed in 2022, allocated additional population growth to this area which will expedite the need for wastewater treatment plant expansion, the planning is estimated as needed no later than 2031. Public Works has anticipated this need and has plans to start design and development documents sooner. Another critical issue for Belfair in this planning period is to pay off the debt from earlier phases of the sewer system expansion.The North Bay Case Inlet Water Reclamation Facility needs an updated facility plan to evaluate options for providing additional capacity in the Allyn UGA and surroundings. It is estimated that the system is at, or nearing design capacity. In recent years the Allyn UGA has experienced residential growth at the center and within the outskirts of Lakeland Village. There is also a need to replace aging and unsafe structures utilized by employees at the solid waste transfer station, as well as upgrades to several PROST (Parks, Recreation, Open Space, and Trails) facilities. Chapter 6:Capital Facilities—Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 1 Summary of Cost and Revenue Estimates for the though the uncertainty of grant and loan funding has the Current Capital Improvement Program potential to require future budget amendments. The total projected 6-year revenue from funding sources utilized for capital projects, REET I, REET II, and .09 Sales Tax, is Figure 1: CIP Revenue Composition estimated at $R5,'o� 0200029,155,212-for this planning period. The figure "Funding Revenue 2024—2029" Is meaRt tO Funding Revenue 2024 - 2029 indicates the composition of what can reasonably be expected as revenue from established funds minus vi"-a* IS dedicated aain.d yihit i , be .Dedicated to fees, IDGRd/debt r Rt ' .09 S nd- tr",sforS t^ ^ther fun This total does not indicate 27% 1 additional funding that may be acquired through grants, loans, ■ REET 1 utility rates, etc. The proceeding pages contain project sheets REET 2 with more detailed information on funding sources for each - .09 Sales Tax capital facility or service.The second chart indicates what REET 2 percentage of the total estimated expenditures for the 38% planning period is dedicated to specific categories of facilities or services.The total estimated expenditure for the planning period is $64,869;-00062,314,000. Figure 2: CIP Expenditure Composition The ability to understand the degree of difference between future dedicated revenues and planned future costs CIP Expenditures 2024 - 2029 allows the County a chance to strategize how deficiencies can ■Water&Wastewater be addressed, lessening the number of surprises during the Solid waste annual budget cycles. - - County Mason County functions according to an annual budget cycle, 43 ° Administration thus cost estimates and funding for the first year in the Stormwater indicated planning period have been reviewed and approved 10% 'Transportation by the commissioners concurrently or prior to this 6-year 1% 10% Capital Improvement Program (financing plan). The five years - Parks and Recreation beyond the approved budget cycle are reasonably accurate, Chapter 6:Capital Facilities—Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 2 Revenue Projections and Available Funding In the recent past revenue projections in this analysis typically assumed REET would continue to increase at 3.5%with an interest income of.35%, but interest rates have jumped dramatically making interest revenue unusually high. REET 1 &2 continue a revenue projection increase at 3.5% but interest income increases from 5.3-5.1%for REET 1 and to 13%for REET 2.The .09 Sales Tax Credit has increased in the near past, annually at 3.5%, with an interest income of.25%. The actual interest income in 2022 was 2.23% and for this planning period is projected to increase between 7.3%-6.9%. The REET I funding indicated in Table 1 below is the projected funding available for capital projects minus that portion of REET I that is used for Interfund Payment for Services, State Audit Fees, Capital Projects Salaries & Benefits, Professional Services, Bond debt repayment on the building at 3rd and Pine, and regular transfer out to LTGO 2013.The last bond debt payment on 3rd and Pine is set for the end of 2027 and the LTGO 2013 jail bond last payment will be due at the end of 2033. The REET 2 funding indicated in Table 1 below is the projected funding available for capital projects minus that portion of REET 2 that is used for Interfund Charge for Services/Budget and Finance, State Audit Fees, transfer to the Rustlewood sewer and water fund, transfer to the Belfair Wastewater fund, and maintenance costs to equipment.The Belfair Sewer debt payoff is planned for late 2027, this will free up a substantial amount of REET 2 for future projects planned in this CIP. The .09 Sales Tax Credit funding in Table 1 below is the projected funding available for capital projects minus that portion of.09 that is used for Interfund Payment for Services, Economic Development Council, Belfair Wastewater Reclamation System Loan Repayment, and Annual payments to the City of Shelton for Regional Sewer.The last payment to the City of Shelton occurs in 2026, the end of the original 20-year agreement. Though the conclusion of these payments provides for greater capital project funding, it will be short- lived as the .09 Sales Tax Credit for rural counties is set to end in the year 2032. Financial Planning Highlight for 2024-2029 Capital Improvement Program It will be especially important in 2025, 2026, and 2027 for grants and loans to be secured for water and wastewater facility projects as REET 2 will be greatly utilized for the payoff of the Belfair Sewer System Debt in those same years.The REET 2 plan will need additional funding of$2,347,650, $935,887,and-$2,230,373, and $4,106,000 for 2025, 2026, and 2027, and 2029 respectively tole support the planning for Parks, Recreation, Open Space, and Trails and Water and Wastewater Facilities. The six year planning period for 2024-2029 estimates $62,314,000 in capital project costs with $30,100,000 of funding planned from from the American Rescue Plan Act (ARPA), Road Fund, Belfair Waste Water Reserve, secured grants, utility rates, and unsecured grants/loans (Table 2.1). An additional $23,613,000 of funding from the REET 1, REET 2, and .09 Sales Tax would be applied to the Chapter 6:Capital Facilities—Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 3 capital project costs (Table 1).This 6 year planning period, as currently laid out, results in a deficit of$8,601,000. This deficit will grow to $19,528,000 if the grants and loans to be secured for this plan remain unsecured. Table 1. 2-024 - 2029 Projected Dedicated Funding Available l:.,thousands) 2024 2025 2026 2027 2029 2029 Total DCET I 4-,� 21484 47042 514-5-7 5;7K 7,255 27,199 R€€T 2 61598 5�6 31596 T,Sb 11,258 4,8 32,,566 .09 e� ales Tax 2149-7 3 2-44 3;- N 47584 51-375 6,244 25,937 Teal Revenue 9A�C7 ii'9-rvO8 1-1,387 11,303 22,425 18,332 85,702 Table 1.2024-2029 Projected Total Funding for the Planning Period (in thousands) 2024 6-Year Fund Fees/Services/Salaries Total Projected Beginning &Benefits/Debts Funding Revenue Balance REET I 1,972 10,336 (3,528) 8,780 REET 2 5,000 11,103 (7,481) 8,622 .09 Sales 2,300 7,716 (3,805) 6,211 Tax do Total 9,272 29,155 (14,814) 23,613 Table 2. 2024-2029 Planned Capital Project Costs (in thousands) 2024 2025 2026 2027 2028 2029 Total Water&Wastewater ****3,^903, 884 ***',2,325 ±±t4,178 ***7,475 856 ***2,406 20,79***20.624 Chapter 6:Capital Facilities-Appendix A(BRAFTFINAL) Rev. 30 January 2024 Page 4 Solid Waste 465 375 650 100 *1,590 County&Admin. Bldgs. 2,526 1,440 535 455 540 525 6,021 Stormwater Mgmt&Habitat *6,400 *6,400 I mprv. Transportation Facilities **210 --*150 **200 **200 **100 **100 **960 Parks, Rec.,Open Space,& 1,000 *5,324 1,242 2,593 *8,447 **8,113 *26,719 Trails Total Project Costs 13,64013,985 93149, 114 6,805 10,823 9,943 11,144 61-86962,314 *Projects also utilize grant/loan funding **Projects utilize the Road Fund ***Belfair Sewer System Debt and Repairs(only project in service category requesting REET and.09 Sales Tax funds) Table 2.1 Other Funding (in thousands) 2024 2025 2026 2027 2028 2029 Total Grants/Loans(to be secured) 0 AM 226 2-,MO2, 556 3,800 -38665 2,380 94, M1 9927 Utility Rates 1,556 650 722 125 191 26 3,270 Other(ARPA, Road Fund, grants/loans(secured not part of table 1), Belfair WW 98,903 5 4091, 00 4 0461, 50 3,850 100 5100 915,903 Reserve) Total 40,11410,459 2-5833-76 5,028 7,775 324956 3,1412,506 29-,M3 1100 Facility/System Inventory and Project Summary The following tables are summaries of projects under each system/facility category. Details of financing and project descriptions are found in the project worksheets in another section of this Appendix. These tables each have a short description of the facility inventory and future needs with more detailed and comprehensive discussion located in Chapter 6: Capital Facilities Element. Inventory and Future Needs Public Water Systems Public water systems owned and operated by the County include Beard's Cove in Belfair, outside of the urban growth area, and Rustlewood Water System serving a small community along Pickering Passage within Grapeview, Wa. The Beard's Cove water system main line is in need of replacement; design and replacement will be funded by grants administered respectively by the Wa Department of Commerce and Department of Health.,Tthis replacement endeavor will be supported by a new water system plan and Chapter 6:Capital Facilities-Appendix A(BRAF FINAL) Rev. 30 January 2024 Page 5 installation of isolation and blow-off valves. These two projects will help the County fulfill requirements needed for funding the main line replacement in the future. The Rustlewood water system is also in need of an updated plan as well as several system replacements and improvements over the next six years. Table 23. Public Water Systems Capital Projects Total (in 2024 2025 2026 2027 2028 2029 thousands) Beard's Cove Water System Upgrades 1806 300 75 596 200 635 Rustlewood Water System Upgrades 127572 38383 38138 25 26 Total Capital Project Expenditures '9212, 778 339683 44-3213 596 225 635 26 Inventory and Future Needs Wastewater Systems/Facilities County-owned and operated sanitary sewer and treatment facilities are currently comprised of the North Bay Case Inlet Water Reclamation Facility, Rustlewood Wastewater Treatment Plant, and the Belfair Water Reclamation Facility.The North Bay Case Inlet Water Reclamation Facility is located in Allyn, Wa outside of the urban growth area.The current needs for this facility include an updated comprehensive water reclamation facility plan addressing capacity issues, system conditions, and cost estimates for maintenance and capital improvements.Another current need of this facility is an updated computer control system.The Rustlewood Wastewater Treatment Facility is located in Grapeview, Wa along Pickering Passage. This system will eventually need a comprehensive system study to address the system conditions and estimates for maintenance and capital improvements. The Belfair Water Reclamation Facility is located in Belfair, Wa within the urban growth area.The facility is currently being expanded with new gravity and force main in the northern extents of the UGA due to a large housing project;this expansion may also provide additional service to the Puget Sound Industrial Center area along with many larger parcels in that area that could be used for housing and commercial development. A long-standing issue with this system has been the lack of utilization and thus the lack of utility rates to help support continued maintenance and growth of the facility. Some of the current needs for this budget cycle include new aeration system, SCADA CPU replacement, pump rebuild, Belfair Sewer Extension, and architecture and engineering services. Table 44.Wastewater Systems/Facilities Capital Projects Total (in thousands) 2024 2025 2026 2027 2028 2029 Rustlewood Waste Water System 576 156 250 110 30 30 Upgrades Chapter 6:Capital Facilities—Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 6 North Bay Treatment Plant Upgrades 2,605 655 200 1,250 500 Belfair Collection System Expansion 2,400 200 350 1,850 Belfair Treatment Plant Expansion 5,265 440 412 622 3600 191 Belfair Sewer Debt&Maintenance 7,400 1,250 1,250 1,250 3,650 Total Capital Project Expenditures 18,246 2,701 2,112 3,582 7,250 221 2,380 Inventory and Future Needs Solid Waste Management Mason County's solid waste system consists of the larger Eells Hill Transfer Station in Shelton, Wa and three smaller"drop box" locations in Belfair, Union, and Hoodsport, Wa.The Comprehensive Solid Waste Management Plan is currently being updated for 2023.The last version from 2018 did identify some minor facility updates and maintenance issues, as well as a need to review increased operational and capacity demands that will occur due to the growth in the County overall as well as the concentrated growth projected for the Belfair UGA. The current needs for this budget cycle include replacement of the booths, tipping floor at all stations within the Eells Hill Transfer Station and equipment. Table 55. Solid Waste Management Capital Projects Total (in 2024 2025 2026 2027 2028 2029 thousands) Belfair Transfer Station Site Imp. 150 150 Comprehensive Solid Waste Mgmt. Plan 100 75 25 Eells Hill Post-Closure Activities 30 30 Eells Hill Transfer Station Imp. 100 100 Replace Drop Box Covers 450 450 Replace Eells Hill Equipment 400 100 200 100 Transfer Station Booth Upgrades 360 360 Total Capital Project Expenditures 1590 465 375 650 100 Inventory and Future Needs County and Administrative Buildings The last studies evaluating the space needs of County and Administrative Buildings were drafted in 2008 and 2012, a new comprehensive overview is needed. Many buildings have morphed inside to accommodate the growth and movement of different departments.With more advanced technology readily available to the County, several departments have implemented projects to scan all records required for retention and then purge physical copies to state archives.These endeavors have allowed departments to Chapter 6:Capital Facilities—Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 7 rid their office spaces of bulky filing cabinets making way for additional space. Continued population growth in the County will spur on the need for additional staffing and thus greater space needs.With the movement of the North Precinct of the Mason County Sheriff's Office into the old North Mason Regional Fire District building, there 4a-s-have also been discussions e regarding other departments and a greater presence of ether departments in satellite offices in this area. Table 66.County and Administrative Buildings Capital Projects Total (in 2024 2025 2026 2027 2028 2029 thousands) Building#1 150 50 15 15 20 25 25 Building#2 80 5 30 5 30 5 5 Building#3 229 144 10 10 15 25 25 Building#4 135 10 55 25 10 25 10 Building#5 75 10 10 10 20 20 5 Building#6 88 28 10 15 15 10 10 Building#7 85 15 10 10 15 15 20 Building#8 190 15 55 20 40 30 30 Building#9 85 10 10 15 10 25 15 Building#10 2130 2000 50 20 20 20 20 Building#11 190 30 50 50 20 20 20 Building#12 65 15 10 10 10 10 10 Mason County Jail Improvement 275 10 65 40 40 60 60 Courthouse Improvements 1510 10 1000 200 100 100 100 Juvenile Detention Improvements 152 17 25 25 25 30 30 Sheriff's Office Improvements 350 80 20 50 50 75 75 Memorial Hall 52 27 5 5 5 5 5 North Mason County Facilities 180 50 10 10 10 40 60 Total Capital Project Expenditures 6,021 2,526 1,440 535 455 540 525 Chapter 6:Capital Facilities-Appendix A(BRAFTFINAL) Rev. 30 January 2024 Page 8 Inventory and Future Needs Stormwater Management & Habitat Improvement Mason County and the Skokomish Tribe (Local Sponsors) are partnering with the Army Corps of Engineers to construct five ecosystem restoration projects within the Skokomish River watershed. The five projects are: Confluence Levee Removal, Wetland Restoration at River Mile 9, Wetland Restoration at Grange, Side Channel Reconnection, and Upstream Large Woody Debris Installation. Costs presented are the local share (35%). Table 77. Stormwater Management& Habitat Improvement Capital Projects Total 2024 2025 2026 2027 2028 2029 Project Cost Skokomish River Ecosystem Restoration 6,400 6,400 Total Capital Project Expenditures 6,400 6,400 Inventory and Future Needs Transportation Facilities The Transportation Element and TIP Cap can be referenced for the majority of the transportation needs for the County, this CIP includes the needs and financing for the facilities that house the materials and equipment that help servici4gto service,egcreate, and upgra� q upgrade the roads within the County.This six-year program also includes maintenance to the administrative offices of Public Works. Table 88.Transportation Facilities Capital Projects Total (in thousands) 2024 2025 2026 2027 2028 2029 North County Shop Site Planning 40 40 Public Works Campus Improvements 710 210 100 100 100 100 100 Satellite Maintenance Yard 210 10 100 100 Development Total Capital Project Expenditures 960 210 150 200 200 100 100 Inventory and Future Needs Parks, Recreation, Open Space, and Trails Table 3 of the Capital Facilities Element (Chapter 6 of the Mason County Comprehensive Plan) is a comprehensive inventory of the parks in Mason County including federal, state, private, and County-owned.The latest Parks, Recreation, Open Space, and Trails plan Chapter 6:Capital Facilities—Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 9 of 2022 lists planned improvements for facilities, as well as proposed new parks and trail facilities.There is a need for not only improving many of the County's existing facilities but also acquiring more acreage and facilities to grow with the population projections.The program for the next six years includes the projects listed below and in more detail in the project worksheets. Table 99. Parks, Recreation, Open Space, and Trails Capital Projects Total 2024 2025 2026 2027 2028 2029 (in thousands) Belfair Skate Park 666 666 Coulter Creek Park Development 11848 1,848 Foothills County Park 849 849 Harvey Rendsland County Part Planning 180 180 and Improvement Jacoby Park(Shorecrest) Improvements 558 558 Latimer's Landing Boat Ramp 1,000 1,000 Mason County Recreation(MCRA) Improvements 8,437 —*8,437 Mason Lake Boat Launch Renovations 206 206 Menards Landing County Park 374 *374 North Bay Trail Project 1,035 1,035 Phillips Lake County Park 10 10 Sandhill Park Renovation 5,324 **5,324 Sunset Bluff Park Development 198 198 SW Area Park Study—Truman Glick 364 364 Improvements Trails Development and Shelton to Belfair 2,400 2,400 Trail Program Union Park Improvements 2,023 2,023 Union Street Ends Park at Orre Nobles 5 5 Walker Park Improvements 1,242 1,242 Total Capital Project Expenditures 26,719 1,000 5,324 1,242 2,593 8,447 8,113 *Grants **Combination REET 2 and Grants Chapter 6:Capital Facilities—Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 10 }+ Ln Project Name: Beard's Cove Water System Upgrades V) - Fund:412- Beard's Cove Water System i Project Description: Isolation valve replacements ahead of AC pipe replacement, AC pipe design and replacement, car repainting of water reservoir, and update of the Beard's Cove Water System plan to inform future facility needs and timeline for implementation. }, a, UProject Justification: Replacement of aging water system parts needed to ensure water availability and quality of .O > water is not downgraded. r) N COST ASSUMPTIONS (in thousands) E6-Year Planning Period Totals i Engineering 200 O Other Professional Services (i.e. design,planning, etc.) 75 Machinery/Equipment I) }, Construction 1531 Total: 1806 N FUNDING REQUEST (IN THOUSANDS) 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total Q Rates 75 75 Other(ARPA) 100 100 Grants(unsecured) 596 200 635 �091,431 Grants (secured) 200 ' 200 +-' Loans •Q Total Funding 300 75 596 200 635 1806 u Chapter 6:Capital Facilities-Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 11 a--+ v) Project Name: Rustlewood Water System Upgrades L � Fund:411 — Rustlewood Sewerand Water 0 }' Project Description: Review and update water system plan, reservoir inspection, and isolation valve replacement. cB +� Project Justification: Improve water quality and system reliability. Replace/repair system components that have U Ln reached end of useful life. 'p COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals i Engineering Other Professional Services (i.e. design,planning, etc.) 30 Machinery/Equipment 97397 Construction 14S Q� Total: M572 FUNDING REQUEST (IN THOUSANDS) T` 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Q Rates 38 38 25 26 127 Other(ARPA) Grants secured 345 100 445 Loans }' Total Funding 33383 33138 25 26 ,T2�572 Q U Chapter 6:Capital Facilities—Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 12 �--+ N Project Name: Rustlewood Waste Water System Upgrades N ' s •J Fund:411 - Rustlewood Sewer and +o (� }, Project Description: Facilities plan, upgrade process control components, re-build l {* +a+^^ ' ', ^�' �, and water r quality nutrient reduction plan, receiving water study, and outfall repair/replacement (beyond 6-year). VN Project Justification:The facilities plan needs to be updated to reflect implementation of new permit requirements and nutrient reduction plan. A receiving water study is to be completed to determine outfall repair/replacement 0 requirements. j COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals Engineering 406 Other Professional Services(i.e. design,planning, etc.) }' Machinery/Equipment 170 N Construction Total: 576 N FUNDING REQUEST (IN THOUSANDS) 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total Rates Grant(securedt) 156 156 Grants(unsecured) 250 110 30 30 420 Loans (6 j Total Funding 156 250 110 30 30 576 V 1 Chapter 6:Capital Facilities-Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 13 a--+ v) Project Name: N• Bay Treatment Plant Upgrades N .t �C ? Fund:403 — North Bay Sewer System 0 +' Project Description: General sewer and facility plan, process monitoring equipment replacement, ca replace/upgrade/expand final effluent filters, planning and design of waste reclamation facility expansion, and utility a--+ relocate for SR 302/WSDOT fish barrier project. V Vn Project Justification: North Bay service area is growing and the facility plan needs updating per WAC; replace/repair O system components that have reached end of useful life; relocate force main per WSDOT franchise requirements; i r) expansion needed in future to serve future growth. -J E COST ASSUMPTIONS (in thousands) i 6-Year Planning Period Totals Engineering 800 0 L Other Professional Services(i.e. design,planning, etc.) r }, Machinery/Equipment 1,605 Construction 200 Total. 2,605 N OFUNDING REQUEST (IN THOUSANDS) i 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total Rates 613 613 Other(Grants secured) 42 42 Grants ate-+ Grants/Loans/Rates (unsecured) 200 1250 500 1,950 Total Funding 655 200 1250 500 2,605 (6 U Chapter 6:Capital Facilities—Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 14 • -ct Name: Belfair Collection System Expansion s = Ln Fund:413 — Belfair Sewer System O Project Description: Install 3rd submersible pump in PS#1, -Log Yard Road extension design, Romance Hill extension design, and PSIC collection system expansion. UN Project Justification: In 2012, the County completed the first phase of the Belfair sewer system. Collection system expansion is necessary to facilitate continued growth within the UGA and the financial viability of the sewer system. •0 > Future expansion areas include: Log Yard industrial area, Romance Hill area and southern Puget Sound Industrial Center(PSIC) basins. C= c6 COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals Engineering 350 O i Other Professional Services(i.e. design,planning, etc.) 200 r a--+ Machinery/Equipment Construction 1850 Total: 2400 E > FUNDING REQUEST (IN THOUSANDS) 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total Q Rates 350 350 Other(ARPA) 200 200 Grants (unsecured) 1850 1850 Loans a--+ Total Funding 200 350 1850 2,400 V Chapter 6:Capital Facilities—Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 15 +� N N +. Project - •. • to 4 � " Fund:413— Belfair Sewer System O a) }' Project Description:Treatment plant feed forward pumps rebuild, treatment plant process monitoring equipment c� replacement and aeration system repairs, membrane replacements, treatment plant flow permitting and reclaimed U � water disposal expansion, and various maintenance items for WRF. • Project Justification: In 2012, the County completed the first phase of the Belfair sewer system. Projects listed here are needed to repair/replace system components that have reached the end of useful life AND expand treatment and : disposal capacity to accommodate future growth. E N j COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals Engineering Other Professional Services(i.e. design,planning, etc.) 445 4--' Machinery/Equipment 4820 N Construction Total: 5,265 N FUNDING REQUEST(IN THOUSANDS) L Q 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total Rates 440 412 172 191 1,215 Other(Combo Grants/Rates/Loans based on 2024 plan) Grants (unsecured) 450 450 }' Loans (unsecured) 3600 3600 Total Funding 440 412 622 3600 191 5,265 U Chapter 6:Capital Facilities—Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 16 Project Name: Belfair Sewer System Debt and Repairs = Fund:413— Belfair Sewer System Project Description:There are an insufficient number of customers for the Belfair Sewer System to pay for the debt 0 that was used to pay for the construction of the wastewater system and larger repairs. Sales and Use Tax and REET 2 funds are used, therefore, to pay for the debt. Because the debt load was created as a result of a capital project, it is 4— being tracked in the Capital Facilities Plan so the County is aware of the Sales and Use Tax and REET 2 needed to pay N for it.The table projects out to 2029 and shows a payoff year as 2027, the County will make the required payment •O j earlier in 2027 and then provide the payoff amount in late 2027. i > Project Justification: In 2012, the Count completed the first phase of the Belfair sewers stem with a combination of � � j Y p p Y grants and loans. The system is not financially viable unless Sales and Use Taxes and REET2 are used for debt and capital projects.Table includes existing debt costs of system and large repairs and maintenance costs. N +� M i COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals Engineering }' Other(Debt) 7,400 Machinery/Equipment Construction N Total: 7,400 0 i Q FUNDING REQUEST (IN THOUSANDS) 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total Rates .09 Sates& Use Tax 450 450 450 450 1,800 • REET 2 800 800 800 3200 5,600 Grants/Loans U Total Funding 1,250 1,250 1,250 3,650 7,400 Chapter 6:Capital Facilities—Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 17 N Project Name: Eells Hill Transfer Stati• Improvements to -0 Fund:402-Solid Waste O o c0 Project Description: Complete site design plan, preliminary engineering and costs for upgrades recommended in the Comprehensive Solid Waste Management Plan a--+ V Project Justification: Safety at the facility as well as efficient handling of waste streams is a concern.As the County N •O grows in population the transfer station gets busier, requiring upgrades to maintain adequate capacity for the waste i stream coming in. 11 COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals 0 Engineering 100 i Other Professional Services(i.e. design,planning, etc.) +-J Machinery/Equipment N Construction Total: 100 N O FUNDING REQUEST (IN THOUSANDS) 6-Year Planning Period Funding 2024 202S 2026 2027 2028 2029 Total Q Rates .09 Sales& Use Tax REET 2 +-+ Grants/Loans 100 100 •Q Total Funding 100 100 V Chapter 6:Capital Facilities-Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 18 +' Project Name: Belfair Transfer Station • • N In -0_ Fund:402-Solid Waste O o 0 Project Description: Evaluate future needs and determine suitability of current location and complete alternate site selection process, as needed. Complete site design plan, preliminary engineering and costs for upgrades Vrecommended in the Comprehensive Solid Waste Management Plan. •O Project Justification: Flow control and growth have increased the demand for services in Belfair. L (6 i COST ASSUMPTIONS (in thousands) O 6-Year Planning Period Totals Engineering }, Other Professional Services (i.e. design,planning) 150 Machinery/Equipment N Construction Total: 150 O i FUNDING REQUEST (IN THOUSANDS) 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total Rates .09 Sales& Use Tax +-+ REET 2 •Q Grants/Loans 150 150 Total Funding 150 150 U Chapter 6:Capital Facilities-Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 19 Project Name: Comprehensive Solid Waste Management Plan cn Fund:402-Solid Waste 0 o Project Description: Update the Comprehensive Solid Waste Management Plan. 4-J Project Justification: The revised code of Washington RCW 70.95 requires a plan review/update every five years.The U current plan was adopted in 2018. The Plan will incorporate new legislative requirements. .O i 11 COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals Engineering 0 Other Professional Services (i.e. design, planning) 100 L Machinery/Equipment +-+ Construction N Total. 100 N OFUNDING REQUEST(IN THOUSANDS) L 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total Q Rates 75 25 100 .09 Sales& Use Tax REET 2 ate-+ Grants/Loans Total Funding 100 100 f6 U Chapter 6:Capital Facilities-Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 20 i NP . -ct Name: Transfer Station Booth Upgrades v7 S �_ Fund:402-Solid Waste c Project Description: Replace booths at Eels Hill, Union, Belfair and Hoodsport transfer stations. Evaluate utility needs for potential upgrades in conjunction with booth replacement. Replace tipping floor at Eells Hill facility. U Project Justification: Booths have reached the end of their useful life. This replacement is necessary for health and N •O safety of employees. Eells Hill tipping floor has been repaired numerous times and is in need of replacement. i IZ L COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals Engineering Other Professional Services (i.e. design,planning) Machinery/Equipment 350 Construction 10 Total: 360 N FUNDING REQUEST (IN THOUSANDS) Q 6-Year Planning Period Funding 2024 2025 2026 2027 2028 '^'^ Rates 360 360 .09 Sales& Use Tax (Q REET 2 Grants/Loans Total Funding 360co 360 V Chapter 6:Capital Facilities-Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 21 ' • Post-Closure Activities N v s � V) V Fund:402—Solid Waste s_ Z 0 O Project Description: Complete groundwater monitoring and final report. Project Justification: Required per state law governing landfill closures. a--+ V N .O L 11 COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals s_ Engineering O Other Professional Services (i.e. design,planning) 30 i Machinery/Equipment }, Construction N Total. 30 FUNDING REQUEST (IN THOUSANDS) lip 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total Rates 30 30 .09 Sales& Use Tax REET 2 Grants/Loans Total Funding 30 a--+ 30 (6 V Chapter 6:Capital Facilities—Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 22 4-1 QProject Name: Replace Eells Hill Equipment N N V) �C Fund:402—Solid Waste � Project Description: Replace equipment on a regular basis. Project Justification: Planned equipment replacement when useful life is nearing end and/or maintenance costs }' become excessive. Loader, in-bound scales and excavator in next 6 years. U N .O i IZ COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals Cz Engineering 0 Other Professional Services (i.e. design,planning) Machinery/Equipment 400 r }, Construction N Total. 400 FUNDING REQUEST(IN THOUSANDS) 6-Year Planning Period Funding 2024 2025 2027 2028 2029 Total Rates 100 200 100 400 .09 Sales& Use Tax REET 2 Grants/Loans ate-+ Total Funding 100 200 100 400 U Chapter 6:Capital Facilities—Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 23 i N Q) Project Name: Replace Drop Box Covers s � Fund:402—Solid Waste O 0 Project Description: Replace the covers at Hoodsport, Union and Belfair. V) Project Justification: Reached useful life and in need of replacement. U N .O i lZ COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals Engineering 0 Other Professional Services (i.e. design,planning) Machinery/Equipment lZ }, Construction 450 Total. 450 N FUNDING REQUEST (IN THOUSANDS) O6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total Rates Q .09 Sales& Use Tax REET 2 Grants/Loans 450 450 ate-+ Total Funding 450 450 V Chapter 6:Capital Facilities—Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 24 N Project Name: Sunset Bluff Park Development Fund: REET 2—Capital Improvement Program N Project Description: Develop 35 acre park along Oakland Bay with beach access,trail development and other passive recreation opportunities. Main improvements to include improved entry road,formal parking, beach access,and picnic facilities. +' Project Justification:County Parks and Recreation Plan placed high priority on water/beach access and trail development. V N .O COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals Engineering Other Professional Services(i.e. design,planning, etc.) 33 Machinery/Equipment Construction 165 Total: 198 N FUNDING REQUEST (IN THOUSANDS) 0 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 In House (REET 2) 198 198 Other Grants ate-+ Loans Q Total Funding 198 198 M V Chapter 6:Capital Facilities—Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 25 Projecte. Park Study • • c� Fund: REET 2—Capital Improvement Program N Project Description:This project includes planning/design, development and construction services.To include development of i trails, signage,and basketball/pickleball court. cB d Project Justification:There is no current plan of record for this park site. Site also has potential as a trailhead for a Regional Trail in the area. .O i r E (6 i COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals Engineering 11 }, Other Professional Services (i.e. design,planning, etc.) 61 Machinery/Equipment N Construction 303 Total: 364 FUNDING REQUEST (IN THOUSANDS) 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House (REET 2) 364 364 Other ate-+ Grants Q Loans (� Total Funding 364 364 V Chapter 6:Capital Facilities—Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 26 4 Project Name: S • Park Renovation Z S Fund: REET 2—Capital Improvement Program � n Project Description:Scope of this project includes planning/design and development services to complete the renovation of L Sandhill Park. Main work would include synthetic football field, new playground, maintenance shop, and sport field lighting. n Project Justification:This project is listed as a high priority in the County Parks and Recreation Plan.Addition of new equipment CJ to existing facility. .O L COST ASSUMPTIONS (in thousands) (� 6-Year Planning Period Totals i Engineering L- Other Professional Services (i.e. design,planning, etc.) 526 Machinery/Equipment }' Construction 4,798 N Total: 5,324 N FUNDING REQUEST (IN THOUSANDS) 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total Q In House (REET 2) 4,798 4,798 Other Grants 526 526 Loans Total Funding 5,324 5,324 V Chapter 6:Capital Facilities—Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 27 +, cu (1) Project Name: Harvey Rendsland County Park Planning and Improvement -C r� Fund: REET 2-Capital Improvement Program O N Project Description:Would involve completing a park plan to facilitate public access to the park and then the development of a i parking area, picnic facility, and passive recreation and support facilities. ca }' 0- Project Justification:This Park was donated to Mason County in 2007 by Washington State Parks. It provides water access to Jiggs V Lake.Water access is the top priority in the County Parks and Recreation Plan.Additional developed park space is needed on the •O Tahuya Peninsula. L (Z COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals Engineering Other Professional Services (i.e. design,planning, etc.) 30 a--+ Machinery/Equipment Construction 150 Total: 180 O FUNDING REQUEST (IN THOUSANDS) 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House (REET 2) 180 180 Other _ Grants •Q Loans Total Funding 180 180 V Chapter 6:Capital Facilities-Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 28 s � L Project Name: Phillips Lake County Park (0 Fund: REET 2—Capital Improvement Program N Project Description: Scope of this project includes basic park improvements, including park amenities such as tree removal, picnic tables, park benches,trash containers, and signage. VProject Justification:This is a small and cost effective project consistent with goals in the Comprehensive Plan. .O L COST ASSUMPTIONS (in thousands) Ca 6-Year Planning Period Totals Engineering iOther Professional Services (i.e. design,planning, etc.) Machinery/Equipment Construction 10 N Total: 10 E N > FUNDING REQUEST (IN THOUSANDS) 0 i 6-Year Planning Period Funding, 2024 202S 2026 2027 2028 2029 Total In House (REET 2) 10 10 Other Grants ate-+ Loans Q Total Funding 10 10 V Chapter 6:Capital Facilities—Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 29 i fo Project Name: Menards Landing County Park Ln C Fund: REET 2—Capital Improvement Program Q N Project Description:This park was transferred from the Port of Tahuya to Mason County in 2006. Project scope includes iimprovements that would incorporate ADA access improvements, new picnic facilities, non-motorized watercraft launch site,and a--+ new park amenities such as park benches and garbage cans. U Project Justification: Project listed in the County Parks and Recreation Plan as a priority for implementation. W .Q L 11 COST ASSUMPTIONS (in thousands) i 6-Year Planning Period Totals Q Engineering i Other Professional Services (i.e. design,planning, etc.) 62 +-+ Machinery/Equipment N Construction 312 Total: 374 FUNDING REQUEST (IN THOUSANDS) Q Y` 6-Year Planning Period Funding 2024 2025 2026j�2027 2028 2029 Total In House (REET 2) 374 374 Other Grants 374 374 }' Loans Total Funding 374 374 V Chapter 6:Capital Facilities—Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 30 a--+ cn (3) Project Name: Mason County Recreation (MCRA) Improvements L L-- Fund: REET 2/Grants—Capital Improvement Program O Project Description: Project scope would involve needed renovations and improvements to MCRA Park.The improvements i include: new field lights, restroom renovation, new bleachers, play equipment surfacing, asphalt, scoreboards, and concession }, building. Projects include restroom-concession building, parking and master planning. V Project Justification: Project listed in the County Parks and Recreation Plan for implementation. .O r COST ASSUMPTIONS (in thousands) CQ 6-Year Planning Period Totals L Engineering Other Professional Services (i.e. design,planning, etc.) 1,403 Machinery/Equipment Construction 7,034 Total: 8,437 > FUNDING REQUEST (IN THOUSANDS) 0 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total Q In House (REET 2) 8,437 8,437 Other(may be grants + Reet 2) 8 437 �437 Grants (Q Loans a--+ Total Funding 8,437 8,437 Q (6 V Chapter 6:Capital Facilities—Appendix A(BRAFTFINAL) Rev. 30 January 2024 Page 31 c� Project Name: MasonLake Boat • • V) L-- (0 Fund: REET 2-Capital Improvement Program O N Project Description: Renovation of restroom facility, play equipment, picnic shelter. i Project Justification:Original building from 1970's needs ADA upgrades. a-1 d V N .O i 11 COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals Engineering 41 Other Professional Services (i.e. design,planning, etc.) Machinery/Equipment +-J Construction 165 Total: 206 N FUNDING REQUEST (IN THOUSANDS) 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total Q In House (REET 2) 206 206 Other Grants +-+ Loans Q Total Funding 206 206 V Chapter 6:Capital Facilities-Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 32 N M Project Name: Jacoby Park (Shorecrest) Improvements V T � �� Fund: REET 2—Capital Improvement Program Project Description: Project scope would involve implementation of Park Improvement Plan based on Park Site Plan developed in i 2008. Improvements would provide more amenities at the park than what currently exist. ca VProject Justification: Project listed in the County Parks and Recreation Plan for implementation. .O L r COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals Q Engineering i Other Professional Services (i.e. design,planning, etc.) 93 +-+ Machinery/Equipment N Construction 465 Total. 558 O FUNDING REQUEST (IN THOUSANDS) Q 6-Year Planning Period Funding 2024 2025 2026 2027 2028 20,& In House (REET 2) 558 558 Other Grants }' Loans f6 Total Funding 558 558 V Chapter 6:Capital Facilities—Appendix A(BRAFTFINAL) Rev. 30 January 2024 Page 33 a--+ Ln Project Name: F• • • Park V) -0 L-- Fund: REET 2—Capital Improvement Program \ N Project Description:This park serves the Hoodsport area as the primary Community Park and has a play area, basketball court, 5 i restroom building and open field area. Improvements would involve addition of amenities to improve the user experience;this would include picnic facilities,ADA improvements, signage,and renovation of the existing turf.A dog park has recently been V completed at this location in 2023. •O Project Justification: Project listed in the County Parks and Recreation Plan. L r) i COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals Engineering Other Professional Services (i.e. design,planning, etc.) 138 Machinery/Equipment Construction 711 Total: 849 FUNDING REQUEST (IN THOUSANDS) Q 6-Year Planning Period Funding 2024 2025 2026 2027 2028 202 In House (REET 2) 849 849 _ Other Grants •� Loans Total Funding 849 849 U Chapter 6:Capital Facilities—Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 34 a--+ Ln N c� Project Name: CoulterPark Development Fund: REET 2-Capital Improvement Program O N Project Description: Develop additional waterfront property and to develop trail network and boardwalk. i Project Justification:Waterfront park land and trails were rated highest priority in the County Parks and Recreation Plan. a--+ 0 V .O i 11 COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals Engineering 308 O Other Professional Services (i.e. design,planning, etc.) L Machinery/Equipment +-+ Construction 1,540 Q� Total. 1,848 FUNDING REQUEST (IN THOUSANDS) Q 6-Year Plannina Period Fundina 2024 2025 2026 2027 2028 2029 Q In House(REET 2) 1,848 1,848 Other Grants Loans }' Total Funding 1,848 1,848 Q (O U Chapter 6:Capital Facilities-Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 35 c� Project Name: Walker Park Improvements S v Fund: REET 2—Capital Improvement Program 0 N Project Description:ADA upgrades, picnic shelter, basketball/pickleball court. i Project Justification: Picnic shelter and other improvements consistent with the County Parks and Recreation Plan. a--+ V N .O L COST ASSUMPTIONS (in thousands) C6 6-Year Planning Period Totals i Engineering 207 0 Other Professional Services (i.e. design,planning, etc.) Machinery/Equipment }' Construction 1,035 Total: 1,242 E N FUNDING REQUEST (IN THOUSANDS) i 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House (REET 2) 1,242 1242 Other Grants }, Loans Q Total Funding 1,242 1,242 U Chapter 6:Capital Facilities—Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 36 c� Project Name: NorthProject -r- ~ V) T Fund: REET 2-Capital Improvement Program O N Project Description: Pathway connecting Port of Allyn with Coulter Creek Park.A concept plan has been completed investigating i how a non-motorized pathway could be built along the County Road Right of Way to connect the Port of Allyn Park with Coulter a--+ Creek Park to the tip of Case Inlet.The first phase would bejust over two miles long.This trail could also be the beginning of a -1 larger trail network connecting Allyn with Belfair.The County Trails Fund, administered by Public Works could be one of the a) primary funding sources for this project. State grant funding is another possibility.The addition of trails and water access were high Opriorities in the recent parks plan and this project would provide both a trail and access to water. L Project Justification: High-priority project from both the 2006 Park Plan and 2008 County Regional Trails Plan and the 2013 Parks &Trails Comprehensive Plan. COST ASSUMPTIONS (in thousands) 0 6-Year Planning Period Totals Engineering 190 4-+ Other Professional Services(i.e. design,planning, etc.) Machinery/Equipment Construction 845 Total: 1,035 O i Q FUNDING REQUEST (IN THOUSANDS) 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House (REET 2) 1,035 1,035 (6 Other Grants f6 Loans U Total Funding 1,035 1,035 Chapter 6:Capital Facilities-Appendix A(DRAFTFI Rev. 30 January 2024 Page 37 a--+ Ln N Project Name: UnionImprovements F— V) -0 L-- Fund: REET 2—Capital Improvement Program N Project Description: Dog park and ADA upgrades. i M Project Justification: New or renovated restroom and ADA improvements. a--+ 0 V .O i 11 COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals Engineering 337 O Other Professional Services (i.e. design,planning, etc.) L Machinery/Equipment +-+ Construction 1,686 N Total. 2,023 N FUNDING REQUEST (IN THOUSANDS) 0 T` 6-Year Planning Period Funding 2024 2025 2026202 02 Q In House (REET 2) 2,023 2,023 Other _ Grants �6 Loans Total Funding 2,023 2,023 f6 U Chapter 6:Capital Facilities—Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 38 a--+ vA s � Q Fund: REET 2-Capital Improvement Program i Project Description: Skate Park for Mason County. }, Project Justification: Consistent with the County Parks and Recreation Plan. U N .Q i lZ COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals Engineering 138 Q Other Professional Services (i.e. design,planning, etc.) 132 i Machinery/Equipment +-+ Construction 396 Total. 666 OFUNDING REQUEST (IN THOUSANDS) 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House (REET 2) 666 666 Other Grants Loans Total Funding 666 666 (Q v Chapter 6:Capital Facilities-Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 39 a--+ Ln —.— Project Name: Trails Development • Shelton to Belfair Trail Program N F— V) -0 L-- Fund: REET 2-Capital Improvement Program O N Project Description:Trail development program for Mason County. Project Justification: Begin implementation of a trail development program as per the County Regional Trails Plan. a--+ 0 V .O i i) E COST ASSUMPTIONS (in thousands) (Q 6-Year Planning Period Totals i Engineering 0 Other Professional Services (i.e. design,planning, etc.) 11 Machinery/Equipment }' Construction 2,400 N Total. 2,400 FUNDING REQUEST (IN THOUSANDS) O i 6-Year Planning Period Funding, 2024 202S 2026 2027 2028 2029 Total In House (REET 2) 2,400 2,400 Other Grants }, Loans Q Total Funding 2,400 2,400 (O U Chapter 6:Capital Facilities-Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 40 a--+ Ln • -ct Name: Latimer's Landing Boat Ramp NIF F— V) -0 L-- Fund: REET 2-Capital Improvement Program O N Project Description: Scope of this project includes planning/design and development to renovate the existing � County Boat Ramp Floats and install Security Lighting. VProject Justification: Project listed as a high priority in the County Parks and Recreation Plan. Project would enhance cu water access and boating. .O i r (� COST ASSUMPTIONS (in thousands) i 6-Year Planning Period Totals Engineering Other Professional Services (i.e. design,planning, etc.) }' Machinery/Equipment Construction 1,000 Total: 1,000 N FUNDING REQUEST (IN THOUSANDS) Q Y` 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Tota In House (REET 2) 1,000 1,000 _ Other Grants •� Loans Total Funding 1,000 1,000 U Chapter 6:Capital Facilities-Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 41 a--+ Ln Project Name: Union Street Ends Park at Orre Nobles F— V) -0 � Fund: REET 2-Capital Improvement Program N Project Description:There are four street ends in the Union area that citizens are interested in converting to small � water access pocket parks.These sites can also facilitate access from water to land as well for kayakers and canoes. VThese sites could enhance the Cascadia Marine Trail.The plan is to begin working on the Orre Nobles site. Q) Project Justification: County Parks and Recreation Plan placed high priority on water/beach access and trail �0 development. Union Improvement Club supports this project as well. i r COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals Engineering 5 Other Professional Services (i.e. design,planning, etc.) }' Machinery/Equipment N Construction Total: 5 N Q FUNDING REQUEST (IN THOUSANDS) Q 6-Year Planning Period Funding =024 2025 2026 2027 2028 2029 Total In House (REET 2) 5 5 Other Grants }' Loans Total Funding 5 �5 (O U Chapter 6:Capital Facilities-Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 42 Q ib L-- m Fund: REET 1 —Capital Improvement Program Project Description: HVAC, new window improvements, carpet, paint, parking lot and various improvements as per facilities assessment. a--+ c6 V N Project Justification: Mason County existing facilities assessment. '� C= i E [Z Q E od C COST ASSUMPTIONS (in thousands) O6-Year Planning Period Totals U Engineering 11 Other Professional Services (i.e. design,planning, etc.) a--+ Machinery/Equipment Construction 150 Total: 150 FUNDING REQUEST (IN THOUSANDS) 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House(REET 1) 50 15 15 20 25 25 150 Other ate-+ Grants Q Loans Total Funding 50 15 15 20 25 25 150 V I Chapter 6:Capital Facilities—Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 43 Project Name: Building #2 Improvements to � coFund: REET 1 -Capital Improvement Program N Project Description: New heat pump, new windows, carpet, paint and various improvements as per facilities 4� assessment. a--+ M V N Project Justification: Mason County existing facilities assessment. .O 'C i �E 0- -0 Q Z COST ASSUMPTIONS (in thousands) C= O6-Year Planning Period Totals 0 U Engineering r Other Professional Services (i.e. design,planning, etc.) Machinery/Equipment Construction 80 Total. 80 N FUNDING REQUEST (IN THOUSANDS) C 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House(REET 1) 5 30 5 30 5 50 80 Other ate-+ Grants Q Loans Total Funding 5 30 5 30 5 5 80 U Chapter 6:Capital Facilities-Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 44 Project Name: Building #3 Improvements L-- m Fund: REET 1 —Capital Improvement Program Project Description: HVAC, new roof, paint, parking lot, pumps for water removal ceiling tile, carpet and various '} building improvements as per facilities assessment. a--+ R V - Project Justification: Mason County existing facilities assessment. O sr i E Ila- —C Q E od C COST ASSUMPTIONS (in thousands) O6-Year Planning Period Totals U Engineering 11 Other Professional Services (i.e. design,planning, etc.) Machinery/Equipment Construction 229 Total: 229 FUNDING REQUEST (IN THOUSANDS) Q 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House(REET 1) 144 10 10 15 25 25 229 Other ate-+ Grants Q Loans Total Funding 144 10 10 15 25 25 229 V Chapter 6:Capital Facilities—Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 45 4-J cn to � L-- m Fund: REET 1 -Capital Improvement Program Project Description: HVAC, roof, paint, carpet, lighting, windows, r/r remodel and various building improvements as +� per facilities assessment. a--+ M V - Project Justification: Mason County existing facilities assessment. Q z COST ASSUMPTIONS (in thousands) C= O6-Year Planning Period Totals 0 U Engineering r Other Professional Services (i.e. design,planning, etc.) a--+ Machinery/Equipment Construction 135 Total. 135 N FUNDING REQUEST (IN THOUSANDS) Q 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House(REET 1) 10 55 25 10 25 10 135 Other ate-+ Grants Q Loans Total Funding 10 55 25 10 25 10 135 U Chapter 6:Capital Facilities-Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 46 Project Name: Building #5 Improvements to � L-- m Fund: REET 1 -Capital Improvement Program N Project Description: HVAC, paint, windows, roof, parking lot, ramp and various building improvements as per +-+ facilities assessment. a--+ M V - Project Justification: Mason County existing facilities assessment. .O •� i •E 0- -0 Q z COST ASSUMPTIONS (in thousands) C= O6-Year Planning Period Totals 0 U Engineering r Other Professional Services (i.e. design,planning, etc.) Machinery/Equipment Construction 75 Total. 75 N FUNDING REQUEST (IN THOUSANDS) C 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House(REET 1) 10 10 10 20 20 5 75 Other ate-+ Grants Q Loans Total Funding 10 10 10 20 20 5 75 U Chapter 6:Capital Facilities-Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 47 a--+ to 0 L-- m Fund: REET 1 -Capital Improvement Program Project Description: Paint, carpet, HVAC, ramps, remodel to conference rooms and various building improvements as +� per facilities assessment. a--+ cg V Project Justification: Mason County existing facilities assessment. Q z COST ASSUMPTIONS (in thousands) C= O6-Year Planning Period Totals lJ Engineering it Other Professional Services (i.e. design,planning, etc.) a--+ Machinery/Equipment Construction 88 Total. 88 N FUNDING REQUEST (IN THOUSANDS) Q 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House(REET I) 28 10 15 15 10 10 88 Other ate-+ Grants Q Loans Total Funding 28 10 15 15 10 10 88 U I Chapter 6:Capital Facilities-Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 48 Project Name: Building #7 Improvements L-- m Fund: REET 1 —Capital Improvement Program Project Description: HVAC, paint, carpet, parking lot, tree removal, and various building improvements as per facilities assessment. a--+ M V N Project Justification: Mason County existing facilities assessment. •O 'c i E [Z —0 Q E od C COST ASSUMPTIONS (in thousands) O6-Year Planning Period Totals U Engineering 11 Other Professional Services (i.e. design,planning, etc.) Machinery/Equipment Construction 85 Total: 85 FUNDING REQUEST (IN THOUSANDS) Q 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House(REET 1) 15 10 10 15 15 20 85 Other ate-+ Grants •Q Loans Total Funding 15 10 10 15 15 20 85 V Chapter 6:Capital Facilities—Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 49 4-J v to � L-- m Fund: REET 1 -Capital Improvement Program Project Description: HVAC, paint, carpet, ceiling tile, parking lots,windows, and various building improvements as +� per facilities assessment. a--+ cg V Project Justification: Mason County existing facilities assessment. Q z COST ASSUMPTIONS (in thousands) C= O6-Year Planning Period Totals 0 U Engineering r Other Professional Services (i.e. design,planning, etc.) a--+ Machinery/Equipment Construction 190 Total. 190 N FUNDING REQUEST (IN THOUSANDS) Q 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House(REET 1) 15 55 20 40 30 30 190 Other ate-+ Grants Q Loans Total Funding 15 55 20 40 30 30 190 U Chapter 6:Capital Facilities-Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 50 Project Name: Building #9 Improvements to � coFund: REET 1 -Capital Improvement Program N Project Description:Windows, paint, carpet, parking lot, and various building improvements as per facilities 4� assessment. a--+ M V N Project Justification: Mason County existing facilities assessment. .O 'C i �E 0- -0 Q Z COST ASSUMPTIONS (in thousands) C= O6-Year Planning Period Totals 0 U Engineering r Other Professional Services (i.e. design,planning, etc.) Machinery/Equipment Construction 85 Total. 85 N FUNDING REQUEST (IN THOUSANDS) C 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House(REET 1) 10 10 15 10 25 15 85 Other ate-+ Grants Q Loans Total Funding 10 10 15 10 25 15 85 U Chapter 6:Capital Facilities-Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 51 Project Name: Building #10 Improvements 5 Fund: REET 1 -Capital Improvement Program 0 co N Project Description: Phase 2 of building construction, parking lot,windows, and various building improvements, > +� renovate newly purchased facility to District Court needs. a--+ cB V Project Justification: Mason County existing facilities assessment. .O i E i Q od COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals 0 V Engineering r Other Professional Services (i.e. design,planning, etc.) +-' Machinery/Equipment Construction 2130 Total. 2130 N FUNDING REQUEST (IN THOUSANDS) Qi 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House(REET 1) 2000 50 20 20 20 20 2130 Other f6 Grants a--+ Loans Total Funding 2000 50 20 20 20 20 2130 U Chapter 6:Capital Facilities-Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 52 Project Name: Building #11 Improvements Ln mFund: REET 1 -Capital Improvement Program N Project Description: Remove bentonite, covered storage, fencing, and HVAC. .�, Project Justification: Mason County existing facilities assessment. V � N � O .� � Q od (6 >1COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals 0 Engineering Other Professional Services(i.e. design,planning, etc.) }' Machinery/Equipment N Construction 190 Total. 190 N FUNDING REQUEST (IN THOUSANDS) Q 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House(REET 1) 30 50 50 20 20 20 190 Other (a Grants Loans Total Funding 30 50 50 20 20 20 190 V Chapter 6:Capital Facilities-Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 53 N i Project Name: Bu • • #12 Improvements mFund: REET 1 -Capital Improvement Program N Project Description: HVAC, new roof, parking lot garage doors. }, M Project Justification: Mason County existing facilities assessment. V 4-J '0 i IZ Q E COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals O V Engineering Other Professional Services(i.e. design,planning, etc.) +-' Machinery/Equipment Construction 65 Total: 65 i FUNDING REQUEST (IN THOUSANDS) Q Yi 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House(REET 1) 15 10 10 10 10 10 65 Other �6 Grants Loans Total Funding 15 10 10 10 10 10 65 V Chapter 6:Capital Facilities-Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 54 N Project Name: M • • Improvements 5 Fund: REET 1 -Capital Improvement Program Q co N Project Description: Paint, outside fencing, parking lot, upgrade camera and locks, and various building > } improvements as per facilities assessment. a--+ c0 V L— W Project Justification: Mason County existing facilities assessment. _ _ .Q ••C i E i Q E od � COST ASSUMPTIONS (in thousands) i 6-Year Planning Period Totals Q V Engineering r Other Professional Services(i.e. design,planning, etc.) +-J Machinery/Equipment Construction 275 Total. 275 N O FUNDING REQUEST (IN THOUSANDS) Q 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House(REET I) 1 10 65 40 40 60 60 275 Other (6 Grants Loans Total Funding 10 65 40 40 60 60 275 U Chapter 6:Capital Facilities-Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 55 Q' can coFund: REET 1 -Capital Improvement Program Project Description: Remodel, carpet, paint, elevator, roof, parking lots and various building improvements as per facilities assessment. a--+ c6 V N Project Justification: Mason County existing facilities assessment. '� C= i E [Z Q E od C COST ASSUMPTIONS (in thousands) O6-Year Planning Period Totals U Engineering 11 Other Professional Services (i.e. design,planning, etc.) a--+ Machinery/Equipment Construction 1510 Total: 1510 FUNDING REQUEST (IN THOUSANDS) 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House(REET 1) 10 1000 200 100 100 100 1510 Other ate-+ Grants Q Loans Total Funding 10 1000 200 100 100 100 1510 V I Chapter 6:Capital Facilities-Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 56 a--+ N L-- m Fund: REET 1 —Capital Improvement Program Project Description: Paint, siding, ramps, HVAC, camera and lock upgrades, and various building improvements as +� per facilities assessment. a--+ cg V Project Justification: Mason County existing facilities assessment. Q z COST ASSUMPTIONS (in thousands) C= O6-Year Planning Period Totals 0 U Engineering it Other Professional Services (i.e. design,planning, etc.) a--+ Machinery/Equipment Construction 152 Total. 152 N FUNDING REQUEST (IN THOUSANDS) Q 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House(REET 1) 17 25 25 25 30 30 152 Other ate-+ Grants Q Loans Total Funding 17 25 25 25 30 30 152 U I Chapter 6:Capital Facilities—Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 57 a' Project Name: Sheriff's Office Improvements Q can L-- m Fund: REET 1 -Capital Improvement Program Project Description: Roof, HVAC, paint, parking lots, windows, carpet, and various building improvements as per facilities assessment. a--+ c6 V N Project Justification: Mason County existing facilities assessment. Q) _ '0 C= i E [Z Q E od C COST ASSUMPTIONS (in thousands) O6-Year Planning Period Totals U Engineering 11 Other Professional Services (i.e. design,planning, etc.) Machinery/Equipment Construction 350 Total: 350 Q) FUNDING REQUEST (IN THOUSANDS) C 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House(REET 1) 80 20 50 50 75 75 350 Other ate-+ Grants Q Loans Total Funding 80 20 50 50 75 75 350 V I Chapter 6:Capital Facilities-Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 58 a--+ ProjectMemorial L-- m Fund: REET 1 -Capital Improvement Program (D Project Description: Paint, HVAC, sump pump and various building improvements as per facilities assessment. > }, Project Justification: Building has not had any significant improvements since the structure was built in the 1920s. V n '0 i i Q od COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals O Engineering O V Other Professional Services(i.e. design,planning, etc.) it }, Machinery/Equipment Construction 52 N Total: 52 N O FUNDING REQUEST (IN THOUSANDS) 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total Q In House(REET 1) 27 5 5 5 5 5 52 Other Grants +-+ Loans •Q Total Funding 27 5 5 5 5 5 52 U Chapter 6:Capital Facilities-Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 59 • -ct Name: North Mason • - sr V) _ Lza Fund: REET 1 —Capital Improvement Program a Project Description: Roof, paint, HVAC, Parking lot, generator, remodel for rest of County departments. > 4-J (L Project Justification: County recently acquired old fire station building in Belfair for Sheriff's office as well as the V N additional departments that desire or require a presence in the north part of the County. '0 -1= i E i Q od COST ASSUMPTIONS (in thousands) i 6-Year Planning Period Totals 0 O Engineering i V Other Professional Services (i.e. design,planning, etc.) }+ Machinery/Equipment N Construction 180 Total: 180 N 0 FUNDING REQUEST (IN THOUSANDS) i Q 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House(REET 1) 50 10 10 10 40 60 180 Other Grants }' Loans Total Funding 50 10 10 10 40 60 180 f6 U Chapter 6:Capital Facilities—Appendix A(DRAF FINAL) Rev. 30 January 2024 Page 60 • -ct Name: Skokomish River Ecosystem • • E �C > Fund: 192-Skokomish Flood Control District Fund O Q Project Description: Mason County and the Skokomish Tribe (Local Sponsors) are partnering with the Army Corps of Engineers to construct five ecosystem restoration projects within the Skokomish River watershed. The five projects are: 4--, — Confluence Levee Removal, Wetland Restoration at River Mile 9, Wetland Restoration at Grange, Side Channel V � Reconnection, and Upstream Large Woody Debris Installation. Costs presented are the local share (35%). +:� Project Justification: Environmental degradation can be seen throughout the Skokomish River Basin including a loss of Q -0 c� natural ecosystem structures, functions, and processes necessary to support critical fish and wildlife habitat.The r) = degradation of riverine and estuarine habitat has resulted in the listing of four anadromous fish species under the Endangered Species Act (ESA) (Chinook salmon, chum salmon, steelhead, and bull trout) that utilize the river as their Eprimary habitat.The impaired ecosystem has adversely affected riverine, wetland and estuarine habitats that are critical to these and other listed species. E �, COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals C +� c6 Engineering � Other Professional Services (i.e. design,planning, etc.) 2000 Machinery/Equipment Construction 4400 Total: 6400 L � Q O Vj FUNDING REQUEST (IN THOUSANDS) 6-Year Planning Period Funding 2024 2025 2026 2027 2028 2029 Total In House(REET I) }' Grant:secured for RE phase 2000 2000 Grant:secure for local share of construction 4400 4400 UTotal Funding 6400 6400 Chapter 6:Capital Facilities-Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 61 4--+ Q� Project Name: North County Shop Site Planning (II � LL Fund: 105 - County Road Fund O C: _O Project Description: Evaluate potential sites to relocate the Belfair Shop. Develop site review criteria, identify potential +-' sites, apply criteria to rank and prioritize, select preferred site and prepare planning level cost estimate to acquire, c6 Udevelop, and relocate. G % Project Justification: The Belfair shop has limited ability to expand and is located in a neighborhood setting. Relocation should improve efficiency by reducing mobilization time and reduce miles on equipment. COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals L Engineering Other Professional Services (i.e. design,planning, etc.) 40 Machinery/Equipment a--' Construction Total: 40 FUNDING REQUEST (IN THOUSANDS) 0 6-Year Planning Period Funding 2024 202S 2026 2027 2028 2029 Total Q Road Fund 40 40 Other Grants Loans }' Total Funding 40 40 Q V Chapter 6:Capital Facilities—Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 62 a--' v) aProject Name: Satellite Maintenance Yard Development V) 'v ' L__ L Fund: 105 - County Road Fund O C O_ Project Description:Acquire property or property rights and make modest site improvements (clearing/grading, fence, }' lighting) to store equipment, dispose ditch spoils and slide materials. a--+ V � O Project Justification: Having disposal sites and temporary equipment storage closer to where work occurs will reduce V. cost and improve efficiency. Acquiring land/easements will likely be "opportunistic" rather than on a set schedule. r) i COST ASSUMPTIONS (in thousands) O 6-Year Planning Period Totals Engineering 10 11 }, Other Professional Services (i.e. design,planning, etc.) Machinery/Equipment N Construction/Land Acquisition 200 Total: 210 O i FUNDING REQUEST (IN THOUSANDS) 6-Year Planning Period Funding 2024AMINkM 2026M&202= 2028 2029 Total Road Fund 10 100 100 210 Other a--+ Grants (� Loans U Total Funding 10 100 100 210 Chapter 6:Capital Facilities—Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 63 a--' v) • - •lic Works Campus • • - can 'v ' ca L__ LL- Fund: 105 - County Road Fund O C O Project Description: Replace critical assets as needed at 100 W Publics Works Drive. VProject Justification: Various machinery and equipment replacements are necessary over time to keep the facility O functioning as designed. Example: 2024 expenditures include storage, conference room technology, and HVAC blower V replacements. r) L COST ASSUMPTIONS (in thousands) 6-Year Planning Period Totals Engineering Other Professional Services (i.e. design,planning, etc.) Machinery/Equipment 710 Construction/Land Acquisition Total. 710 O i FUNDING REQUEST (IN THOUSANDS) 6-Year Planning Period Funding 2024 202S 2026 2027 2028 2029 Total Road Fund 210 100 100 100 100 100 710 Other Grants Q Loans Total Funding 210 100 100 100 100 100 710 V Chapter 6:Capital Facilities-Appendix A(DRAFTFINAL) Rev. 30 January 2024 Page 64 MASON COUNTY PUBLIC WORKS COMMISSIONER BRIEFING February 5, 2024 Action Items• ■ Second Round of updated Interlocal Agreements for Public Works reimbursable work, supplies and services with local agencies. ■ North Bay Water Reclamation Facility—Temporary Access License ■ Solid Waste Disposal Agreement—ILA with Cowlitz County ■ Solid Waste Transport Agreement—Contract with Mason County Garbage, Inc. Discussion Items: ■ Capital Budget Request - Letter of support for Belfair sewer planning and design to service a portion of PSIC ■ 2024 Bridge Report Commissioner Follow-Up Items: Upcoming Items• 2/8 North Bay and Belfair Facility Tour 2/12 Southside School Board meeting 2/13 WSDOT Freight Corridor Open House @ North Mason School District 2/14 TIP-CAP meeting TBD Belfair Ribbon Cutting C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Mike Collins Ext.450 Department: Public Works Briefing: ❑X Action Agenda: ❑X Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): February 5,2024 Agenda Date: February 13,2024 Internal Review: ❑ Finance ❑ Human Resources ❑X Legal ❑ Information Technology ❑ Risk (This is the responsibility of the requesting Department) Below for Clerk of the Board's Use Only: Item Number: Approved: ❑ Yes ❑ No ❑ Tabled ❑ No Action Taken Ordinance/Resolution No. Contract No. County Code: Item• Interlocal Agreements for Public Works Reimbursable Work, Supplies,and Services with Local Agencies Background/Executive Summary: Public Works recently worked with our legal and risk management departments to update our interlocal service agreements(ILA). These updates include language acknowledging annual cost adjustments for fuel and services and updated liability terms. Per current service agreements,the agreements remained in effect until either parry terminates with written notice. The first round of notices was sent out to the county fire agencies. The second round of notices have been sent out to all of the other public agencies with outdated ILA's(shown below). Squaxin Island Tribe Pioneer School District Skokomish Indian Tribe Mason Conservation District Mason Transit Authority Dept. of Natural Resources WA State Patrol City of Tacoma—Public Utilities Port of Hoodsport City of Shelton Port of Grapeview Port of Allyn We have received one(1)signed agreement back and have spoken with many of the other agencies and anticipate more agreements to trinkle in as they go through their approval processes Budget Impact(amount, funding source,budget amendment): Services are on a cost reimbursement basis. Public Outreach (news release,community meeting, etc.): N/A Requested Action: Approval for the Chair to sign interlocal agreements between Mason County Public Works and Squaxin Island Tribe,Pioneer School District, Skokomish Indian Tribe,Mason Conservation District,Mason Transit Authority,Dept. of Natural Resources,WA State Patrol, City of Tacoma—Public Utilities,Port of Hoodsport, City of Shelton,Port of Grapeview, and Port of Allyn. Attachments Agreements Agreement No. INTERLOCAL AGREEMENT BETWEEN MASON COUNTY AND FOR PUBLIC WORKS DEPARTMENT REIMBURSABLE WORK, SUPPLIES AND SERVICES THIS INTERLOCAL AGREEMENT is made and entered into pursuant to the Interlocal Cooperation Act, Chapter 39.34 of the Revised Code of Washington, on the day of , 202_, by and between (hereinafter referred to as ) and Mason COUNTY (hereinafter COUNTY) collectively referred to as PARTIES. WHEREAS, Revised Code of Washington Section 39.34.030 authorizes cooperative efforts between public agencies, and WHEREAS,the has expressed interest in an Interlocal agreement with the COUNTY whereby the Mason COUNTY Public Works Department will provide reimbursable work, supplies, and services (including emergency assistance). NOW, THEREFORE, in consideration of the mutual benefits and covenants herein the PARTIES agree as follows: 1. PURPOSE OF AGREEMENT: The purpose of this agreement is for Mason COUNTY to provide the above-mentioned services to the when a work request has been approved by both parties. 2. ADMINISTRATION OF AGREEMENT: Each PARTY to this agreement shall have an AGREEMENT representative. Each PARTY may change its representative upon providing written notice to the other PARTIES. The PARTIES' representatives are as follows: To Mason COUNTY: To Dept. of Public Works 100 W Public Works Drive Shelton, WA 98584 Shop/Fuel Station Services: Attn: Pete Medcalf Email: pmedcalf&masoncountywa.gov Other Services: Attn: Jeremy Seymour Attn: Phone: (360)427-9670, Ext. 450 Phone: Email:jere!nys&masoncountywa.gov Email: 3. DURATION OF AGREEMENT: This agreement shall take effect upon execution of the agreement by both COUNTY and and shall remain in effect until EITHER PARTY terminates by giving ten days written notice to the OTHER PARTY. Agreement No. Page 1 4. WORK REQUESTS: The will normally request work from the COUNTY Road Operations & Maintenance Manager, Jeremy Seymour and/or ER&R Supervisor, Pete Medcalf. The request shall be made by an authorized representative of the by e-mail, fax or mail. Phone or verbal requests must be followed up with a written request. The COUNTY will only do work as authorized by the 5. SCHEDULING: The COUNTY will normally schedule the work in discussion with the 'S representative, giving due consideration to the immediacy of the 'S need and workload of the COUNTY. 6. SHOP SERVICES: Service and repair charges will be on an hourly basis rounded to the nearest 15 minutes. The shop rate for service is an hourly rate set yearly, which is inclusive of documentation and reporting of all maintenance work and service work. Notification of shop/labor surcharge rate increases will be sent out at least 30 days prior to implementation of the new rates. Fees do not include Washington State sales tax which will be added to each invoice. In addition, the is to pay for all parts provided by the COUNTY from COUNTY stock(at COUNTYS cost)plus any costs associated with fluids,pick-up, and delivery,plus any mark-up as described below. Expenses outlined herein shall be paid by the in the manner set forth below: a) Costs of any parts that the COUNTY does not have in-stock may be directly billed to the b) The cost of parts the COUNTY has in stock or are billed to the . This cost for parts and all labor services provided by the COUNTY will be directly billed. c) Fluids used and replaced will be billed at the normal rates paid by the plus a percentage mark-up set yearly, as well as fluid accountability requirements and any required disposal charges incurred by the COUNTY. d) Pick-up and delivery charges will be directly paid by the to the entity providing such services. For example, if towing is required, the will pay the towing company directly. Any services required after normal shop hours will be billed at overtime rates. Field repairs normally will include shop truck costs. Payment is due upon receipt of invoice and payment shall be expected in thirty (30) days from date of invoice. Invoices and payments are to be sent to the address and representative referred to in section 2. 7. FUEL STATION SERVICES: The COUNTY and agree to the following when using the fuel station: a) The may be permitted to fuel its vehicles utilizing the facility maintained by the COUNTY at the Public Works Facility. b) Fueling is only allowed to vehicles with exempt license plates and assigned vehicle pin numbers. c) The may have twenty-four-hour access to the fueling facility by special key card furnished by the COUNTY. COUNTY agrees to extend the same per gallon fuel costs as charged to Mason COUNTY (price of fuel is adjusted on a weekly basis) with a percentage per gallon of fuel surcharge in addition to the fuel price for administrative and maintenance fees set yearly. Lost key cards shall be promptly Agreement No. Page 2 reported to the COUNTY ER&R Supervisor. d) agrees to accept responsibility for the use of and charges to issued account number. e) Mason COUNTY will invoice the fuel usage monthly. This bill will indicate date and time of purchase,product quantity, cost and cards used. Payment is requested within 30- days. 8. ALL OTHER REQUEST WORK, SUPPLIES OR SERVICES: The COUNTY and agree to the following when using this service: a) The shall pay the COUNTY all actual costs (direct and indirect) for requested services; an estimate will be provided by the COUNTY to the if requested. b) The COUNTY shall invoice the detailing time and/or materials used by the COUNTY. c) Payment is due upon receipt of the invoice and payment shall be expected in thirty (30) days from the date of invoice. Invoices and payments are to be sent to the address and one of the representatives referred to in section 2. 9. HOLD HARMLESS AND INDEMNIFICATION: (A.) The shall hold harmless, indemnify and defend the COUNTY, its officers, officials, employees and agents, from and against any and all claims, actions, suits, liability, loss, expenses, damages, and judgments of any nature whatsoever, Including costs and attorney's fees in defense thereof, for injury, sickness, disability or death to persons or damage to property or business, caused by or arising out of the 'S acts, errors or omissions in the performance of this AGREEMENT. PROVIDED HOWEVER, that the 'S obligation there under shall not extend to injury, sickness, death or damage caused by or arising out if the sole negligence of the COUNTY, its officers, officials, employees or agents. PROVIDED FURTHER, that in the event of the concurrent negligence of the PARTIES, the 's obligations hereunder shall apply only to the percentage of fault attributable to the , its employees or agents. (B.). With respect to the 'S obligations to hold harmless, indemnify and defend provided for herein,but only as such obligations relate to claims, actions or suits filed against the COUNTY, the further agrees to waive its immunity under the State Industrial Insurance Law, Title 51, RCW, for any injury or death suffered by the 'S employees caused by or arising out of the 'S acts, errors or omissions in the performance of this AGREEMENT. This waiver has been mutually negotiated by the PARTIES. (C.) The 'S obligations hereunder shall include, but are not limited to, investigating, adjusting and defending all claims alleging loss from action, error or omission or breech of any common law, statutory or other delegated duty by the , the is employees, agents or subcontractors. 11. ASSIGNMENT, DELEGATION AND SUBCONTRACTING: The PARTIES shall perform the terms of the AGREEMENT using only their bona fide employees or agents. 12. COMPLIANCE WITH LAWS: The PARTIES shall comply with all applicable federal, state and local laws, rules and regulations in performing this AGREEMENT. Agreement No. Page 3 13. NON-DISCRIMINATION POLICY: The COUNTY and the agree not to discriminate in the performance of this Agreement because of race, color, national origin, sex, sexual orientation, age, religion, creed, marital status, disabled or Vietnam era veteran status, or the presence of any physical, mental sensory handicap, or other status protected by law. 14. FILING: This document shall be filed with the COUNTY Auditor pursuant to RCW 39.34 or, alternatively, listed by subject on the COUNTY'S website. IN WITNESS WHEREOF the parties hereto have executed this Agreement as of the day and year first above written. DATED this , day of , 202 BOARD OF COUNTY COMMISSIONERS MASON COUNTY,WASHINGTON Chair By ATTEST: Signature Clerk of the Board Title APPROVED AS TO FORM: Ch. DPA RECOMMENDING APPROVAL: COUNTY Engineer Agreement No. Page 4 INTERLOCAL AGREEMENT BETWEEN MASON COUNTY AND PORT OF HOODSPORT FOR PUBLIC WORKS DEPARTMENT REIMBURSABLE WORK, SUPPLIES AND SERVICES THIS INTERLOCAL AGREEMENT is made and entered into pursuant to the Interlocal Cooperation Act, Chapter 39.34 of the Revised Code of Washington, on the day of , 2024, by and between Port of Hoodsport(hereinafter referred to as PORT) and ason COUNTY (hereinafter COUNTY) collectively referred to as PARTIES. WHEREAS, Revised Code of Washington Section 39.34.030 authorizes cooperative efforts between public agencies, and WHEREAS, the PORT has expressed interest in an Interlocal agreement with the COUNTY whereby the Mason COUNTY Public Works Department will provide reimbursable work, supplies, and services (including emergency assistance). NOW, THEREFORE, in consideration of the mutual benefits and covenants herein the PARTIES agree as follows: 1. PURPOSE OF AGREEMENT: The purpose of this agreement is for Mason COUNTY to provide the above-mentioned services to the PORT when a work request has been approved by both parties. 2. ADMINISTRATION OF AGREEMENT: Each PARTY to this agreement shall have an AGREEMENT representative. Each PARTY may change its representative upon providing written notice to the other PARTIES. The PARTIES'representatives are as follows: To Mason COUNTY: To PORT: Dept. of Public Works Port of Hoodsport 100 W Public Works Drive 24113 US-101 A Shelton, WA 98584 Hoodsport, WA 98548 Shop/Fuel Station Services: Attn: Kathleen Wyatt Attn: Pete Medcalf Phone: 360-877-9350 Email: pmedcalf(i�masoncountywa.#:ov Email: portmail@hctc.com Other Services: Attn: Jeremy Seymour Phone: (360) 427-9670, Ext. 450 Email: jeremys(a)rnasoncountywa.gov 3. DURATION OF AGREEMENT: This agreement shall take effect upon execution of the agreement by both COUNTY and PORT and shall remain in effect until EITHER PARTY terminates by giving ten days written notice to. the OTHER PARTY. Agreement No. Page 1 4. WORK REQUESTS: The PORT will normally request work from the COUNTY Road Operations & Maintenance Manager Jeremy Se moor and/or ER&R Supervisor, Pete Medcalf. The request shall be made by an authorized representative of the PORT by e-mail, fax or mail. Phone or verbal requests must be followed up with a written request. The COUNTY will only do work as authorized by the PORT. 5. SCHEDULING: The COUNTY will normally schedule the work in discussion with the PORT'S representative, giving due consideration to the immediacy of the PORT'S need and workload of the COUNTY. 6. SHOP SERVICES: Service and repair charges will be on an hourly basis rounded to the nearest 15 minutes. The shop rate for service is an hourly rate set yearly, which is inclusive of documentation and reporting of all maintenance work and service work. Notification of shop/labor surcharge rate increases will be sent out at least 30 days prior to implementation of the new rates. Fees do not include Washington State sales tax which will be added to each invoice. In addition, the PORT is to pay for all parts provided by the COUNTY from COUNTY stock(at COUNTYS cost) plus any costs associated with fluids, pick-up, and delivery, plus any mark-up as described below. Expenses outlined herein shall be paid by the in the manner set forth below: a) Costs of any parts that the COUNTY does not have in-stock may be directly billed to the PORT. b) The cost of parts the COUNTY has in stock or are billed to the PORT. This cost for parts and all labor services provided by the COUNTY will be directly billed. c) Fluids used and replaced will be billed at the normal rates paid by the PORT plus a percentage mark-up set yearly, as well as fluid accountability requirements and any required disposal charges incurred by the COUNTY. d) Pick-up and delivery charges will be directly paid by the PORT to the entity providing such services. For example, if towing is required, the PORT will pay the towing company directly. Any services required after normal shop hours will be billed at overtime rates. Field repairs normally will include shop truck costs. Payment is due upon receipt of invoice and payment shall be expected in thirty (30) days from date of invoice. Invoices and payments are to be sent to the address and representative referred to in section 2. 7. FUEL STATION SERVICES: The COUNTY and PORT agree to the following when using the fuel station: a) The PORT may be permitted to fuel its vehicles utilizing the facility maintained by the COUNTY at the Public Works Facility. b) Fueling is only allowed to vehicles with exempt license plates and assigned vehicle pin numbers. c) The PORT may have twenty-four-hour access to the fueling facility by special key card furnished by the COUNTY. COUNTY agrees to extend the same per gallon fuel costs as charged to Mason COUNTY (price of fuel is adjusted on a weekly basis) with a percentage per gallon of fuel surcharge in addition to the fuel price for administrative and Agreement No. Page 2 maintenance fees set yearly. Lost key cards shall be promptly reported to the COUNTY ER&R Supervisor. d) PORT agrees to accept responsibility for the use of and charges to issued account number. e) Mason COUNTY will invoice the fuel usage monthly. This bill will indicate date and time of purchase, product quantity, cost and cards used. Payment is requested within 30- days. 8. ALL OTHER REQUEST WORK, SUPPLIES OR SERVICES: The COUNTY and PORT agree to the following when using this service: a) The PORT shall pay the COUNTY all actual costs (direct and indirect) for requested services; an estimate will be provided by the COUNTY to the PORT if requested. b) The COUNTY shall invoice the POR'I' detailing time and/or materials used by the COUNTY. c) Payment is due upon receipt of the invoice and payment shall be expected in thirty (30) days from the date of invoice. Invoices and payments are to be sent to the address and one of the representatives referred to in section 2. 9. HOLD HARMLESS AND INDEMNIFICATION: (A.) The PORT shall hold harmless, indemnify and defend the COUNTY, its officers, officials, employees and agents, from and against any and all claims, actions, suits, liability, loss, expenses, damages, and judgments of any nature whatsoever, Including costs and attorney's fees in defense thereof, for injury, sickness, disability or death to persons or damage to property or business, caused by or arising out of the PORT'S acts, errors or omissions in the performance of this AGREEMENT. PROVIDED HOWEVER, that the PORT'S obligation there under shall not extend to injury, sickness, death or damage caused by or arising out if the sole negligence of the COUNTY, its officers, officials, employees or agents. PROVIDED FURTHER, that in the event of the concurrent negligence of the PARTIES, the PORT 's obligations hereunder shall apply only to the percentage of fault attributable to the PORT, its employees or agents. (B.). With respect to the PORT 'S obligations to hold harmless, indemnify and defend provided for herein, but only as such obligations relate to claims, actions or suits filed against the COUNTY, the PORT further agrees to waive its immunity under the State Industrial Insurance Law, Title 51, RCVV, for any injury or death suffered by the PORT'S employees caused by or arising out of the PORT 'S acts, errors or omissions in the performance of this AGREEMENT. This waiver has been mutually negotiated by the PARTIES. (C.) The PORT 'S obligations hereunder shall include,but are not limited to, investigating, adjusting and defending all claims alleging loss from action, error or omission or breech of any common law, statutory or other delegated duty by the PORT, the PORT 's employees, agents or subcontractors. 11. ASSIGNMENT, DELEGATION AND SUBCONTRACTING: The PARTIES shall perform the terms of the AGREEMENT using only their bona fide employees or agents. 12. COMPLIANCE WITH LAWS: The PARTIES shall comply with all applicable federal, state and local laws, rules and regulations in performing this AGREEMENT. Agreement No. Page 3 13. NON-DISCRIMINATION POLICY: The COUNTY and the PORT agree not to discriminate in the performance of this Agreement because of race, color, national origin, sex, sexual orientation, age, religion, creed, marital status, disabled or Vietnam era veteran status, or the presence of any physical, mental sensory handicap, or other status protected by law. 14. FILING: This document shall be filed with the COUNTY Auditor pursuant to RCW 39.34 or, alternatively, listed by subject on the COUNTY'S website. IN WITNESS WHEREOF the parties hereto have executed this Agreement as of the day and year first above written. DATED this,day of 2024. BOARD OF COUNTY COMMISSIONERS PORT OF HOODSPORT MASON COUNTY, WASHINGTON MASON COUNTY,WASHINGTON 4�' -\, )""'A 4+ Randy Neatherlin, Chair By ATTEST: Sii-g-nature McKenzie Smith, Clerk of the Board l� Title APPROVED AS TO FORM: Tim Whitehead, Ch. DPA RECOMMENDING APPROVAL: Mike Collins, County Engineer Agreement No. Page 4 MASON COUNTY DEPARTMENT OF PUBLIC WORKS 100 W PUBLIC WORKS DRIVE SHELTON, WASHINGTON 98584 Phone(360)427-9670 ext.450 Is Fax(360)427-7783 January 17, 2024 MASON COUNTY MISSION The mission of Mason County Government is to Port of Hoodsport provide essential& mandated services which 24113 US-101 A will preserve&benefit the Hoodsport, WA 98548 health,safety&welfare of the general public in a Attn: Kathleen Wyatt professional and courteous manner through the effective and equitable management ofaresources.lable is RE: Interlocal Agreement for Mason County Public Works Services resources. Mason County recognizes Dear Ms. Wyatt, that its employees& volunteers upon he This letter is to advise you that Mason County Public Works is updating our foundation upon which P g these services are provided. interlocal service agreements {ILA).These updates include language acknowledging annual cost adjustments for fuel and services and updated liability terms. Pursuant to your current agreement, executed on July 1, 2014(attached to email), Mason County is notifying you the agreement will be terminated, effective February 7, 2024. Please review the updated ILA and if you wish to continue any of these services, please execute and return as soon as possible. Thank you again for your business and I look forward to discussing this further with you in hopes of answering any questions you may have and executing a new agreement. I can be reached at{360) 427-9670, extension 462. Cordially, r Kelle Medcalf Office Administrator INTERLOCAL REQUEST &AGREEMENT FOR REIMBURSABLE WORK BY MASON COUNTY PUBLIC WORKS To the County Engineer: The undersigned hereby requests that the following described work be performed by the Public Works Department for the agency or department shown. It is understood that this work will be done at the convenience of the Public Works Department. Description of work or services requested: Maintenance Services/En ineerinQ and Traffic Count Services/Emereencv Assistance /Fabrication of Signs and Material upon request Termination Date: Upon Request of either party Total cost not to exceed: $Actual Costs The undersigned certifies that sufficient budgeted funds are available to cover the cost of the requested work or services, and that payment to the Public Works Department will be made promptly unless otherwise modified in this agreement. Agency or Dept.: Port of Hoods port_ Signed: _ Date: .I I• I Title: t t ################################################################################ To the Board of County Commissioners: Date: ` I have examined the above request and make the following recommendation: I recommend the Board approve the above as presented. County Engineer Action of the Board of County Commissioners: Date: X The Engineer's recommendation is hereby approved. _ The Engineer's recommendation is disapproved or modified as follows: BOARD OF COMMISSIONERS MASON COUNTY, WASHINGTON TERRIJEFFRBV , h r -T -SLk4- ATTEST: TIM SHELDON, Commissioner JUL'IE ALMANZOR, Clerk of the Board RAY NEAT�T �R�N Commissioner C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Richard Dickinson Ext.450 Department: Utilities&Waste Management Briefing: 0 Action Agenda: 0 Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): February 5,2024 Agenda Date: February 13,2024 Internal Review: ❑ Finance ❑ Human Resources 0 Legal ❑ Information Technology ❑ Risk (This is the responsibility of the requesting Department) Below for Clerk of the Board's Use Only: Item Number: Approved: ❑ Yes ❑ No ❑ Tabled ❑ No Action Taken Ordinance/Resolution No. Contract No. County Code: Item: Temporary Access License—North Bay Water Reclamation Facility Background/Executive Summary: Public Works received a request to grant temporary access to Advanced Technology Construction Corporation, who is performing culvert improvement work to the United States Navy railroad. The access is located on the North Bay Water Reclamation facility property. Survey work will begin as soon as possible,and construction mobilization is expected to begin early this summer and conclude by December 2024. Budget Impact(amount,funding source,budget amendment): Temporary license is$270. Public Outreach (news release,community meeting, etc.): N/A Requested Action: Approval for the County Administrator to execute a temporary license agreement with Advanced Technology Construction Corporation. Attachments Temporary Access License US Navy RR Crossing Access Map REVOCABLE LICENSE TO ACCESS PROPERTY This agreement made on the day of 520 ,hereinafter called"the effective date,"by and between MASON COUNTY,a municipal corporation of the State of Washington,hereinafter called"Licensor",and Advanced Technology Construction Corporation,a Washington corporation,hereinafter called"Licensee." The parties agree as follows: 1. GRANT OF LICENSE. In consideration of Licensee's promises herein,Licensor hereby grants a license and permission,revocable and terminable as hereinafter provided,to enter onto Licensor's land,hereinafter call"the premises,"described below for the purpose of temporary access through said premises for surveying,construction mobilization,de-mobilization,hauling equipment such as a crane, drill and materials for the replacement of failing culverts on the State of Washington Department of Natural Resources parcel to the South of said premises,all on the terms and conditions herein set forth. 2. DESCRIPTION OF THE PREMISES. The premises subject to this license are described as follows: That portion of the South half of the Southwest quarter,according to U.S.Government subdivision procedures,of Section 19,Township 22 North,Range 1 West,Willamette Meridian,Mason County,Washington,lying Northwesterly of the center of Sherwood Creek,said creek running Southwesterly from the vicinity of the Northwest corner of the Southeast quarter of the Southwest quarter of said Section 19,to a point on the South line of said Section 19,said point lying approximately 1100 feet Easterly from the Southwest corner of said Section 19,as scaled from the U.S.G.S.Belfair Quadrangle map,dated 1953,photo revised 1968. Said parcel also known as Parcel 1 of the Boundary Line Adjustment#00-27 recorded June 20,2000,under Auditor's File# 1713262. Parcel# 12219-33-00000 3. MONETARY CONSIDERATION. This permission is given to Licensee in exchange for the payment of$270.00 on a one-time basis. Licensee hereby acknowledges that the Licensor has title to the premises and agrees never to assail,resist,or deny such title. 4. TERM. This License shall commence upon the effective date and shall continue until December 31,2024,hereinafter called the"term". Notwithstanding the forgoing,Licensor may terminate this License at any time as provided in paragraph 16. 5. PERMISSION NOT EXCLUSIVE. This permission is not exclusive to Licensee and Licensee shall have the privilege hereunder only of occupying such portion of the premises as the duly appointed representative of Licensor shall from time to time designate. 6. CONDITION OF TITLE. This License is subject to all existing covenants,conditions, reservations, contracts,leases, licenses, easements, encumbrances,restrictions, and rights of way with respect to the premises,whether or not of record. 7. NO INTERFERENCE. Licensee shall not interfere with the normal operation and activities of Licensor, and Licensee shall conduct its activities on the premises to minimize damage to the premises and inconvenience to Licensor,its agents, employees,and invitees. 8. NUISANCES PROHIBITED. Licensee shall not perform or permit any of Licensee's guests,invitees,or licensees to perform any disorderly conduct or commit any nuisance on the premises or License to Access Property Pagel of 3 to use the premises in any way so as to interfere with the exercise by other licensees or permitees of privileges which Licensor may give them in the premises. 9. IMPROVEMENTS. Licensee shall not erect any permanent or temporary structures or improvements on the premises. 10. BREACH AND CURE. In the event that Licensee breaches any of its obligations under this License,Licensor shall send Licensee written notice specifying the nature of such breach. Licensee shall have ten(10)days from the receipt of such notice within which to cure such breach. If more time is reasonably required for Licensee's performance,then Licensee shall notify Licensor in writing of its proposed schedule for performance and commence performance within such ten(10) day period;thereafter,Licensee shall diligently proceed to completion. If Licensee fails to cure or to commence cure within such ten(10)day period,then Licensor shall have the right to terminate this License immediately by serving Licensee with written notice of termination. Licensor shall have all rights and remedies available under Washington law including,but not limited to, actions for damages and specific performance, for any breach of Licensee's obligations hereunder. 11. REPAIR AND RESTORATION. If Licensee, its agents, or contractors cause any damage to the premises, or to Licensor's roads,infrastructure or other property and improvements in connection with the exercise of this License,Licensee shall repair and restore the premises and property to their original condition prior to Licensee's use of the premises pursuant to this License. Licensee shall perform the repair and restoration required hereunder prior to the expiration of this License, or within ten(10)days of the earlier termination of Licensee's rights hereunder. In the event that repair and restoration is performed following the termination of this License,the Licensee's Indemnity and Insurance obligations shall continue until repair and restoration is completed as provided herein. 12. INDEMNIFICATION. Licensee shall indemnify, defend, and hold harmless Licensor, its officers, agents and employees, from and against any claims, damages,costs, expenses, or liabilities arising out of or in any way connected with this License including,without limitation, claims for loss or damage to any property, or for death or injury to any person or persons but only in proportion to and to the extent that such claims arise from the negligent or intentional acts or omissions of Licensee, its officers, agents,partners, invitees or employees. Licensor shall not be liable to Licensee if, for any reason whatsoever,Licensee's occupation or use of the premises shall be hindered or disturbed. 13. INSURANCE.Licensee shall maintain policies of insurance in such amounts as may from time to time be reasonably required by Licensor against insurable hazards which may occur as a result of Licensee's use of the premises. If,by reason of Licensee's use of the premises,Licensor's premiums for policies of insurance with respect to the premises are increased,Licensee shall,upon request,reimburse the Licensor for the increase in insurance premiums. This reimbursement shall be in addition to the monetary consideration specified in paragraph 3. 14. PRIVILEGE NOT ASSIGNABLE. Licensee's privileges hereunder shall not be assignable by Licensee in whole or in part. 15. NO ESTATE OR RIGHT TO POSSESSION. Licensee acknowledges and agrees that this Agreement constitutes a revocable license and does not create a leasehold or any other estate or interest in the property. Licensee agrees not to claim at any time any interest or estate of any kind or extent whatsoever in the premises by virtue of this License or the use of the premises. License to Access Property Page 2 of 3 16. TERMINATION. Licensor reserves the right to terminate the permission hereby given at any time by giving Licensee at least thirty(30)days written notice of such termination,except that Licensor may,at its election,terminate the permission forthwith at any time if Licensee shall fail to comply with or abide by each and all of the provisions hereof or keep all and singular Licensee's promises herein. Waiver by Licensor of any breach of any term or provision hereof shall not be deemed a waiver of any subsequent breach of the same or any other term or provision hereof. At the expiration of the term,or earlier termination of this License,Licensee shall immediately cease use of the premises. 17. REMOVAL OF PROPERTY. On revocation,surrender or other termination of the permission hereby given,Licensee shall quietly and peacefully surrender the portion of the premises occupied by Licensee in as good condition as same was at the time of Licensee's entry thereon. If Licensee shall fail to do so,licensor shall have the right to make such removal at Licensee's expense,the amount of which expense Licensee shall pay to licensor on demand,and if licensor shall so elect,it shall have the right to take possession of and appropriate to itself,without payment therefor,any property of Licensee,or anyone claiming under it,then remaining on the premises. 18. NOTICE. Any notice to Licensee hereunder shall be sufficient if served on Licensee personally or posted on the premises,and if so,posted shall be deemed served on the date of posting,or mailed to Licensee at its last known address,and if so,mailed in the State of Washington shall be deemed served on the business day next following the date of mailing. 19. ENTIRE AGREEMENT. The making,execution,and delivery of this agreement by Licensee has been induced by no representations,statements,warranties,or agreements other than those herein expressed.This Agreement embodies the entire understanding of the parties and there are no further or other agreements or understandings,written or oral,in effect between the parties,relating to the subject matter hereof. This instrument may be amended or modified only by an instrument of equal formality signed by the parties. 20. ATTORNEY FEES. Licensee agrees that,should it institute litigation against licensor whereby it claims an estate or any other possessory rights in the premises,and it fails to prevail in the litigation,then Licensee will reimburse Licensor for the actual costs of the litigation including reasonable attorney fees. LICENSOR LICENSEE Mason County Advanced Technology Construction Corp. By: By: (Signature) (Signature) (Print name) (Print name) (Title) (Title) APPROVE AS TO FORM: Tim Whitehead,Ch.DPA License to Access Property Page 3 of 3 StateAvg AW Tool Uplands Viewing _ I ? • address flitu/ c �,"•L-' • - L=.•, lit .... r 11 st►�. ,.'.y'■ ,��uri: t Y 'r MU +� �: � � ' A {�.�• '�' �r Jr / ..11• I I t/ .I 1 1., �1{•ar_N�i fl�� / ',✓,r!• '�y �.'Y'1.- � ''1>iy�l�_�l�rta��'.•�ijtfil i� f ,. j1' r/- ,�• T r4i 11 ti•� ,11 '� r r'1 1 I , ,� �I. r� _ i�n`r Y_,t, AV .I'.. • �! • ��I � � `�j� •r�d��� - �._ _ _ _ !! ��i'< TT • 1 ,4 ur` '1� J•�'.'Y'h .4 .s CXh AL IN O r* :t♦t sY.r 1, '(. ••..�� �. - .tip 1 ti� �~•�;tf• �4�• 'Ai ..�,•�•�� ��f ��;•.•,�+`l•;•e' 1 r, - •!c^ �� �r�! 'R'• - - �:I 1 .«•}5�,;yy.•r f y 1 �•,i! '"j ,y ►.^.rr PII .�1� •:Jr 'N - �.., '' r.r ��• '•dF.�'� ,• •►- �.. - 1'�`",11� , '� t .,. y-' < �f�.- �r��rr*7� [i IIT•rF��"�� /�. -__ `a�� i '� .. rs .►{Ili t,/ 11111 • '/ ,`I�{i .. -1 `�• t�� '.trlb�� ,.Wil !` +� . .,`! , '•p.. r Ili 4 �z J v 7)• R /L' .r 1 1 .�/r Ili 1. •!54tPT 4p� . f A:. ,'.a;�a� r1[- •�f .r•Z:r�� � �3rf'• .^!`f � � - J'I I ' 1 11f � 1 7 �I',tl �1jC�,Yj�'�x. S, _ �r�t� .!. a''SA9-. .1 '7 r: � , .�j ^ J.,��?� r 1 1 ty 7x a�yt!- • :.�:'ll'9�.n i�i� r 1��'•� 1: �l l• f.� '►?#�r7A•,/�L CI, :• :1 :{1 ti�t'j .� '` �.✓ s,/ 1 t f 11 '� � 1' 1 .1 t 1 t ,� �7v1 �'J`� •_lr 1 ,'; •!_ v r+• •F,7i �' •' _ t a j,; lFI 'I• t t► r 1 f!: t�'�`!►t r 7rs� ..,q•t>• :a t f 1 :1 t' 1 f 1, 1 . G"` cr-1 1 11 . •1 1 1 t i 'y,/ 1 O t.� ,•>� +i 1?i �` .., -r.:. 1 /' Cn',PAr..t ila. r-l.►T1 y,.1 f!R,: �• .er SFi! ;a,/� �/' 'I s 11•r►_ i• •1111: �.:r �, � � �'6i. �.�••�, '�1 'w` �- 7% 11:: j�ti 1l�iiLr• t •�tY.y� • 1 i1r.�y:�r��`y'�,'J' _ i7 • .,. Ir�7�r _., ,ra rn�.l.. Q •� -V j.`,. �- - , � / .��- _ +,� ''• i • y�yr�`"_� •�.,. Lim�' f,'� e i •a = _ ll .'Y �poat5yt•X*SS ' ..i.) r ;� l-.�F� !b. tw2T_S: 0 '. •�I• �'i.J r 1• - �/• 'tIrw. - f�' .r +. -`.. 1 ' .�y�r 1 1 :L.71t•'R��r.l� �J� ;�a*.��t 1 _ . .4 • { ••�' ,. Y�1' r• •! '!�/ tip'• �.} V r•'YTY`. • psi t 1 V' .i �;. I� Ir ♦.. � 1� I a14� ,,.a _�`�1t�i�i r ... . I' � s ?,..� ��T •f�N � '� �� it r, E /'- ram,• 11' •'- -(,1r,.•. .tyl� j��,j[�yty Ste.` ,./ �`:t. s is •. , � 11 !i 1 ^N • '���,s j� `'X � f''�✓v � .L2tr!:"T�C V �tltl i �.. �?M!.�. } r•' "':'Ii�l', 1 1 •r .. •[ 1� ['� s� '�r t f �: ' 1. �� L a y .►tt � �:�„#;• •' �? 7 -•�I11! Y i tlrii+yfi.�r p..[�� a �•:* :�� ✓�"� OL 7� N�''rTif . '•ry�'{p' _! .t,}�•• `1l*.ij d7'� .w '>:: •r•,, [ �cy.�•• K� �`...._ =�y!y4,�f c E' 'i•" S r t.rT i rC t , ra'+•�r t `ti •• ;• �+- � rr�•44■•�•ll �,�L "' �,j�'!r-i .�i'�.� 'y�l=� ��' �:''G'''. � Ja �e ..�.C'Lr -.yr/��• �-�' '� ■ i �I�tCT;' � I'si_. s i SiGT , Mks= :z�L.7a��y # ' i.,• �' ''''[ " .r.` 4 & •b f NMEW _ lYy.P �s.��.-►j'��"'� •xl : ~; / t•,r,ra,J,ary w . , r�►, ' +"+/.t�✓ � r----, { :i4 rrS.`t , iiT 'f y1, ��'�•: , .` lr.,i'�itt� .1 y V 1� C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Richard Dickinson Ext.450 Department: Utilities&Waste Management Briefing: ❑X Action Agenda: ❑X Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): February 5,2024 Agenda Date: February 13,2024 Internal Review: ❑ Finance ❑ Human Resources ❑X Legal ❑ Information Technology ❑ Risk (This is the responsibility of the requesting Department) Below for Clerk of the Board's Use Only: Item Number: Approved: ❑ Yes ❑ No ❑ Tabled ❑ No Action Taken Ordinance/Resolution No. Contract No. County Code: Item• Interlocal Agreement with Cowlitz County for Acceptable Solid Waste Disposal Background/Executive Summary: This Interlocal Agreement between Mason County and Cowlitz County allows Mason County to use Cowlitz County's Headquarters Landfill as a disposal site for all acceptable solid waste generated in Mason County. The agreement expires after ten(10)years with three(3)additional five-year periods with 180 days written notice of intention to renew. Transport will be handled by the County's Long-Haul contractor. Alternate disposal sites have been identified in the long-haul agreement in the event that the Cowlitz County Landfill cannot be used due to unforeseen circumstances. Budget Impact(amount, funding source,budget amendment): Cowlitz County's disposal fee is $32.35 per ton until July 1,2024. Thereafter,the fee will be automatically adjusted by 80%of the December-to-December Consumer Price Index for All Urban Consumers.The adopted 2024 budget includes adequate funding. Public Outreach (news release,community meeting, etc.): N/A Requested Action: Approval to execute an interlocal agreement with Cowlitz County allowing Mason County to use Cowlitz County's Landfill as a disposal site for all acceptable solid waste generated in Mason County. Attachments Interlocal Agreement INTERLOCAL AGREEMENT BETWEEN COWLITZ COUNTY AND MASON COUNTY FOR DISPOSAL OF CERTAIN SOLID WASTES This Interlocal Agreement between Cowlitz County and Mason County for Disposal of Certain Solid Wastes ("Interlocal Agreement") is made and entered by and between Cowlitz County and Mason County,both political subdivisions of the State of Washington. Cowlitz County and Mason County may be referred to herein collectively as the "Parties" and individually as a"Party." The Parties agree as follows. A. RECITALS WHEREAS, Cowlitz County has planned for and desires to receive solid wastes from customers and jurisdictions outside of Cowlitz County for disposal of certain solid wastes at the Landfill; and, WHEREAS, Mason County has planned for and desires to dispose of solid wastes generated in Mason County at a landfill outside of Mason County; and, WHEREAS, Cowlitz County and Mason County are authorized and empowered to enter this Interlocal Agreement to perform solid waste services pursuant to RCW 39.34.080. B. TERMS AND CONDITIONS 1. Definitions. For purposes of this Interlocal Agreement, the following definitions shall apply. 1.1. "Acceptable Waste" means those Certain Solid Wastes as defined herein which are not Excluded Wastes and that conform to Cowlitz County's waste acceptance criteria for disposal at the Landfill, as determined by applicable regulations, Cowlitz County policies, and permit conditions associated with Cowlitz County's Landfill. 1.2. "Certain Solid Wastes" means any Solid Waste generated within Mason County which requires landfill disposal, and for which Mason County has responsibility and flow control authority, whether generated or collected by a private or public entity, including by Mason County itself, a Mason County contractor, a city within Mason County, a city contractor, or a private hauler operating within Mason County under the authority of a "G" certificate granted by the Washington State Utilities and Transportation Commission and provisions of Chapter 81.77 RCW. 1.3. "Comprehensive Solid Waste Management Plan" means Cowlitz County Comprehensive Solid Waste Management Plan adopted and periodically reviewed, amended, or updated by Cowlitz County pursuant to Chapter 70.95 RCW. 1 - COWLITZ COUNTY AND MASON COUNTY SOLID WASTE AGREEMENT 1.4. "Effective Date" means that date upon which this Agreement is fully executed by Cowlitz County and Mason County, and upon compliance with RCW 39.34.040. 1.5. "Excluded Wastes"means waste that: (a) is prohibited from acceptance at the Landfill by state, federal or local law,regulation,rule, code, ordinance, order, or permit condition, or by directive of any governmental agency with jurisdiction to prohibit such acceptance; (b) is or contains Hazardous Waste (as defined below), provided that any such Hazardous Waste the acceptance of which at the Landfill is permitted by applicable law or permit, or an exemption, exclusion, or variance thereto issued by a governmental entity with jurisdiction,shall not be an"Excluded Waste"; (c) Cowlitz County, in compliance with the designation methodology and process set forth in Appendix A to this Agreement and incorporated herein by reference, designates as Excluded Waste in a writing signed by a solid waste manager and issued to Mason County in compliance with the Notice provision of this Interlocal Agreement; (d) Cowlitz County reasonably believes would, as a result of or upon disposal, be a violation of local, state or federal law, regulation or ordinance, including land use restrictions or conditions applicable to the Landfill; (e) Cowlitz County reasonably believes would present a significant risk to human health or the environment,cause a nuisance,or otherwise create or expose Cowlitz County to significant liability; (f) is debris from construction or demolition activities which contains gypsum except as incidental amounts, where incidental amounts are intended to be no greater than 10% of the debris; (g) is any other solid waste Cowlitz County reasonably believes contains sulfur compounds in sufficient concentration to cause one or more of the outcomes contemplated in clause (d) of this section, in Cowlitz County's sole determination; or (h) is a solid waste which contains free liquids as determined by the Paint Filter Liquids Test, Method 9095, in "Test Methods for Evaluating Solid Waste, Physical/Chemical Methods," EPA Publication SW-846. 1.6. "Hazardous Waste" means those solid wastes designated by 40 CFR Part 261,and regulated as hazardous and/or mixed waste by the United States EPA or designated a dangerous or extremely hazardous waste as defined by Washington State regulations adopted pursuant to Chapter 70A.105 RCW or as amended. 1.7. "Interlocal Agreement" means this Interlocal Agreement for Disposal of Certain Solid Wastes, including as amended from time to time. 2- COWLITZ COUNTY AND MASON COUNTY SOLID WASTE AGREEMENT 1.8. "Landfill" means Cowlitz County Headquarters Landfill for Solid Waste Disposal. 1.9. "Parties" means Cowlitz County and Mason County, and their respective successors and assigns. 1.10. "Solid Waste" means "solid waste" as that term is defined by RCW 70A.205.015(24) and regulations promulgated thereunder. 1.11. "Transfer Station"means the facility or facilities in Mason County that receive(s) and consolidate(s) municipal solid waste and other solid wastes in preparation for transport for disposal at a landfill outside of Mason County. 1.12. "Uncontrollable Circumstance"means: (a) Any act or event that has had or may reasonably be expected to have a material adverse effect on the rights or obligations of a Party to this Agreement, if that act or event is beyond the reasonable control of the Party relying thereon as justification for not performing an obligation or complying with any condition required of that Party under this Agreement, those acts or events shall include, but are not limited to, the following: i. An act of God (except normal weather conditions for the geographic area of the Landfill or Transfer Station as applicable), hurricanes, tornadoes, epidemic, landslide, lightning, earthquake, volcanic eruption, nuclear radiation, fire or explosion, flood or similar occurrence, an act of public enemy, war, blockade, insurrection, riot, general arrest, or restraint of government and people, civil disturbance or similar occurrence, that directly affects the operation of the Landfill or Transfer Station; ii. The failure of any appropriate federal, state or local agency or public or private utility having operation jurisdiction over, or responsibility to serve the Landfill or Transfer Station, to provide, maintain and assure maintenance of any necessary utility which failure is not caused by Cowlitz County's or Mason County's failure to pay for those utilities or failure to comply with applicable law; or iii. Any strike or work stoppage. 2. Mason County Designation of Cowlitz County Landfill for Solid Waste Disposal. By execution of this Agreement, Mason County designates the Landfill for the disposal of Acceptable Waste (as hereinabove defined) generated within the geographic limits of Mason County,pursuant to Mason County Code or solid waste policy. This designation shall also apply to solid waste generated through Mason County's recycling collection and sorting operations, when a solid waste residual 3- COWLITZ COUNTY AND MASON COUNTY SOLID WASTE AGREEMENT requiring disposal results from such operations. This designation of Cowlitz County's Landfill shall continue in full force and effect for the term of this Agreement. The designation of the Landfill in this section shall not reduce or otherwise affect Mason County's control over solid waste collection as permitted by applicable state law. 3. Mason County's Obligation as to Acceptable Waste. By execution of this Interlocal Agreement, Mason County agrees that it is fully informed as to what currently constitutes Acceptable Waste, and that it shall exercise best efforts to assure to Cowlitz County on an ongoing basis that only Acceptable Waste is tendered to Cowlitz County for disposal, which at a minimum will include: (a) implementing a system to prescreen all incoming loads of construction and demolition debris, to ensure that each load contains less than an incidental quantity of drywall; (b) establishing and maintaining a program of operating and monitoring procedures to prevent the transportation or delivery of Excluded Waste to the Landfill; and (c) advising its drivers and its Transfer Station operators of Cowlitz County's prohibition on delivery of Excluded Waste. Cowlitz County may also inspect waste delivered under this Agreement in accordance with its permit and operation plan, and reserves the right to reject any load(s) of waste that it determines in its sole discretion is not Acceptable Waste. Such rejected waste shall be returned to Mason County or otherwise properly disposed at the expense of Mason County. In the event Cowlitz County rejects or revokes acceptance of waste hereunder, Mason County shall, at its sole cost, promptly remove or arrange to have the rejected waste removed. If the rejected waste is not removed within ten (10) days from receipt of notice, Cowlitz County shall have the right and authority to handle and dispose of the rejected or Excluded Waste, and Mason County shall pay and/or reimburse Cowlitz County for any and all costs, damages and/or fines incurred as a result of or relating to Mason County's tender or delivery of Excluded Waste or other failure to comply or conform to this Agreement, including, without limitation, costs of inspection, testing, analysis, handling and disposal of Excluded Waste. Mason County will not knowingly deliver solid waste to the Landfill from Mason County's Transfer Stations or otherwise through Mason County or its haulers, contractors or subcontractors that fails to conform to the definition of Acceptable Waste set forth in Section 1 of this Agreement or that contains Excluded Waste, except by prior consent or arrangement with Cowlitz County. 4. Responsibility for Solid Waste Disposal. For the term of this Agreement, Cowlitz County shall be solely responsible for the ownership upon delivery and disposal of all Acceptable Waste generated within Mason County and delivered to the Landfill by or on behalf of Mason County. Cowlitz County shall operate the Landfill and associated facilities in a form and manner sufficient to perform the services under this Agreement. Cowlitz County at its sole expense shall keep all such facilities in 4- COWLITZ COUNTY AND MASON COUNTY SOLID WASTE AGREEMENT good working order and repair. Cowlitz County's responsibilities under this Agreement include,but are not limited to (a) Acceptance of, storage of,handling of, and conditionally providing a vendor for unloading and disposal of Acceptable Waste delivered to the Landfill; (b) Ownership of Mason County's Acceptable Waste and any liabilities associated with current and future regulatory compliance; (c) Obtaining any permit, license, certificate or governmental approval required for the Landfill and the disposal of Solid Waste furnished under this Agreement; (d) Compliance with applicable law in performing under this Agreement. 5. No Minimum Quantity. Mason County shall not be obligated, directly or indirectly, for the disposal of any specified or minimum quantity of Acceptable Waste for disposal at the Landfill. 6. Delivery of Acceptable Waste. Mason County shall cause the Acceptable Waste covered by this Interlocal Agreement to be delivered from the Transfer Stations within Mason County to the Landfill for disposal by Cowlitz County in suitable transfer trailers. Suitable transfer trailers are trailers capable of fully containing the solid waste contents, of conveying a minimum of 28 tons payload per trip, and of being emptied by the tipper at the Landfill. Generally, waste collections within Mason County being delivered to the Landfill shall average 25 tons per load. Loads delivered shall take Exit 46 from I-5 and utilize Headquarters Road as the designated route to the Landfill. In the event that Cowlitz County closes this route or it becomes impassable or the Landfill becomes unavailable for any reason, Cowlitz County shall designate an alternative, adequate route to the Landfill if such adequate route is found to be available. 7. Pricing, Escalation, Payment, Records and Reports. Subject to the provisions of this Section 7, Mason County shall pay Cowlitz County a disposal (tipping) fee for each ton of Acceptable Waste tendered to and accepted by Cowlitz County at the Landfill. Mason County shall weigh each trailer load of waste at the Landfill. Cowlitz County price for each ton of Acceptable Waste shall be as follows: 7.1. Disposal Fee. Cowlitz County will accept for disposal Acceptable Wastes at a price of Thirty-Two dollars and Thirty Five cents ($32.35) per ton(the"Disposal Fee"). Mason County will be responsible for all applicable refuse collection taxes, unless it presents an exemption certificate to Cowlitz County to evidence previous payment. 7.2. Annual Rate Adjustment. Cowlitz County agrees to charge the initial Disposal Fee of Thirty-Two dollars and Thirty-Five cents ($32.35)per ton for period between signing to July 1, 2024. On July 1, 2024, and annually thereafter during the term of this Agreement, the sum of the then-current Disposal Fee and (the "Fees") shall be automatically 5- COWLITZ COUNTY AND MASON COUNTY SOLID WASTE AGREEMENT adjusted by 80% of the December to December percent change in the Consumer Price Index for All Urban Consumers,All Items, West Size B/C 96=100 ("CPI"), as published by the United States Department of Labor,Bureau of Labor Statistics("BLS"), Series ID CUURN400SA0. The rate adjustments shall be determined by: (1) calculating the difference between the CPI December Value for the previous year and the CPI December Value for the current year; and (2) dividing that difference by the CPI December Value for the previous year to determine the percentage change. 7.3. In consideration of the services provided hereunder, Mason County agrees to pay Cowlitz County on a monthly basis. Cowlitz County will issue an invoice by the 15th of each month that includes a record of each transaction that occurred in the previous month together with any taxes due and adjustments. Mason County will pay invoices such that payment is received by Cowlitz County no later than the 15th of the month following the issuance of the invoice, or the preceding workday should the 15th fall on a weekend or holiday. For example, May transactions will be invoiced no later than June 15th with payment receipt due on or before July 15th or the preceding workday. Mason County shall pay an administrative late fee on all past due amounts at a rate of one percent (1%) of the amount past due with a minimum charge of$10.00 per month. 7.4. Records. In accordance with State Public Records Act and archiving schedules, Cowlitz County and Mason County shall keep accurate records of all transactions connected with this Agreement including, but not limited to, all correspondence and invoices, weigh tickets or receipts. Reports. Cowlitz County shall provide a report for the preceding month including: (a) the tonnage accepted by Cowlitz County from Mason County; (b) summary invoice listing by transaction of waste delivered for the month; and (c) documentation regarding Excluded Waste, if any. 7.6. Nothing in this Section prohibits nor shall it be construed to prohibit the adjustment of the Disposal Fee at any time by mutual consent of the Parties to reflect changes in load weights, equipment, routes or for any other reason mutually agreed upon. Cowlitz County shall be entitled to increase the Disposal Fee as necessary to offset Cowlitz County's actual increased costs due to any new tax or fees imposed by local, state or federal regulation. 6- COWLITZ COUNTY AND MASON COUNTY SOLID WASTE AGREEMENT 8. Comprehensive Plans. For the duration of this Interlocal Agreement, Mason County shall adhere to Mason County's Comprehensive Solid Waste Management Plan prepared and periodically reviewed and revised by it pursuant to Chapter 70.95 RCW, and Cowlitz County shall adhere to its own Comprehensive Solid Waste Management Plans prepared and periodically reviewed and revised by it pursuant to Chapter 70.95 RCW. For the duration of this Interlocal Agreement, Mason County authorizes Cowlitz County to include in its Comprehensive Solid Waste Management Plan provisions for the disposal at the Landfill of all Acceptable Waste provided by Mason County and generated within Mason County, and Mason County shall include provisions in its own Comprehensive Solid Waste Management Plan to provide for Mason County's disposal of Acceptable Wastes at the Landfill. Waste generated within Mason County which is not Acceptable Waste shall remain the responsibility of Mason County,unless other arrangements are agreed to by Cowlitz County. 9. Waste Reduction and Recycling.ling. Cowlitz County and Mason County agree to cooperate in any appropriate manner mutually agreeable to the parties, to achieve the priorities for waste reduction and waste recycling set forth in their respective Comprehensive Solid Waste Management Plans. 10. Indemnification. 10.1. Subject only to the limitations expressly set forth in this Section, Cowlitz County covenants and agrees that, to the maximum extent permitted by applicable law, it will indemnify Mason County against and hold Mason County harmless from any and all liabilities, actions, damages, claims, demands, judgments, losses, costs, expenses, suits and actions, including but not limited to attorneys' fees and expenses at trial and on appeal, relating to or resulting from: (a) any injury to or death of any person or persons, or loss of or damage to property caused or alleged to be caused by Cowlitz County or any of its officials, officers, agents, employees, subcontractors (or any officer, agent or employee of any subcontractor),or any person under the control of or alleged to be under the control of or acting at the direction of Cowlitz County or any subcontractor, arising in connection with or as a result of: i. this Agreement; ii. the performance by Cowlitz County of its obligations under this Agreement; iii. the use or operation of the Landfill by Cowlitz County; or iv. the condition of the Landfill under the management or control of Cowlitz County between the execution of this Agreement and the termination of this Agreement; (b) any actual or allegation of infringement, violation or conversion of any patent, license, proprietary right, trade secret or other similar interest, in connection with the operation of the Landfill by Cowlitz 7- COWLITZ COUNTY AND MASON COUNTY SOLID WASTE AGREEMENT County or the design, technology, processes, machinery or equipment used at or in association with the Landfill by Cowlitz County. 10.2. Subject only to the limitations expressly set forth in this Section, Mason County covenants and agrees that, to the maximum extent permitted by applicable law, it will indemnify Cowlitz County against and hold Cowlitz County harmless from any and all liabilities, actions, damages, claims, demands, judgments, losses, costs, expenses, suits and actions, including but not limited to attorneys' fees and expenses at trial and on appeal, relating to or resulting from: (a) any injury to or death of any person or persons, or loss of or damage to property caused or alleged to be caused by Mason County or any of its officials, officers, agents, employees, subcontractors (or any officer, agent or employee of any subcontractor),or any person under the control of or alleged to be under the control of or acting at the direction of Mason County or any subcontractor, arising in connection with or as a result o£ i. this Agreement; ii. the performance by Mason County of its obligations under this Agreement; or iii. the use of the Landfill beginning with the execution of this Agreement. 10.3. No Party hereto shall be required to indemnify the other or hold the other harmless pursuant to the provisions of this Section with respect to any loss, damage or claim due to the negligence of the other Party. 10.4. It is the intention of the Parties that each Party bear responsibility with respect to any claims of third parties to which Chapter 4.22 RCW is applicable to the extent of its own fault(as that term is defined in RCW 4.22.015). Each Party shall have the right of contribution against the other Party for any sums paid by it for which it has the right to look to such other Party. 10.5. The foregoing indemnification and hold harmless provisions are for the sole and exclusive benefit and protection of Mason County and Cowlitz County, and their respective officials, officers, agents, and employees, and are not intended, nor shall they be construed, to confer any rights on or liabilities to any person or persons other than Mason County and Cowlitz County and their respective officials, officers, agents and employees. 10.6. If a court of competent jurisdiction determines that this Agreement is subject to RCW 4.24.115,then Cowlitz County's liability to indemnify Mason County for liability for damages arising out of bodily injury to 8- COWLITZ COUNTY AND MASON COUNTY SOLID WASTE AGREEMENT persons or damage to property caused by or resulting from concurrent negligence of Cowlitz County and Mason County shall be limited to Cowlitz County's negligence. 10.7. It is further specifically and expressly understood that the indemnification provided in this Section constitutes Cowlitz County's waiver of immunity under industrial insurance and Title 51 RCW solely for the purposes of this indemnification and not with respect to a claim by any third party. This waiver has been mutually negotiated by the Parties. 10.8. It is further specifically and expressly understood that the indemnification provided in this Section constitutes Mason County's waiver of immunity under industrial insurance and Title 51 RCW solely for the purposes of this indemnification and not with respect to a claim by any third party. This waiver has been mutually negotiated by the Parties. 10.9. Cowlitz County shall pay all royalties fees and license payments, shall defend all suits or claims for patent infringements that may occur in the performance of this Agreement and shall hold Mason County harmless from any loss on account thereof. 10.10. Except as otherwise expressly stated herein, the Parties do not under this Section waive or surrender indemnity available under any federal, state, regional or local law. This Section shall survive termination or expiration of the Agreement. 11. Insurance. Each party shall maintain its own insurance and/or self-insurance for its liabilities from damage to property and /or injuries to persons arising out of its activities associated with this Agreement as it deems reasonably appropriate and prudent. The maintenance of, or lack thereof of insurance and/or self-insurance shall not limit the liability of the indemnifying party to the indemnified party(s). Each party shall provide the other with a certificate of insurance or letter of self- insurance as the case may be upon request. 11.1 Cowlitz County and Mason County are both political subdivisions of the State of Washington and are self-insured by and through the Washington Counties Risk Pool (WCRP). 12. Term. This Interlocal Agreement shall continue to be in full force and effect unless amended, supplemented, or terminated as provided in herein. Either Party may terminate at any time. In the event of termination, the terminating Party shall give the other Party 120 days written notice of its intention to terminate. 9- COWLITZ COUNTY AND MASON COUNTY SOLID WASTE AGREEMENT 13. Uncontrollable Circumstances. 13.1. Uncontrollable Circumstances Limited. No Party shall be considered in default in the performance of its obligations under this Agreement (not including the obligation to make payments)to the extent that such performance is prevented or impaired by the occurrence of an Uncontrollable Circumstance. 13.2. Notification. As soon as possible after the occurrence of an Uncontrollable Circumstance, following the time the knowledgeable Party becomes aware of the Uncontrollable Circumstance, such Party shall notify the others of the event. The obligations under this Agreement of the affected Party shall be suspended, other than for payment of monies due, but only with respect to the particular component of obligations affected by the event and only for the period during which the event of Uncontrollable Circumstance exists; given a reasonable time during which to assess the impacts caused by an event of Uncontrollable Circumstance. Cowlitz County will have sole discretion to determine whether it will make repairs and resume all or part of the operations or whether it will terminate all operations at the Landfill. 14. Amendment or Supplementation. This Interlocal Agreement shall be reviewed by the Parties in ten (10) years or in conjunction with the respective Party's Comprehensive Solid Waste Management Plan update process, whichever occurs first. Mason County may renew the Contract by mutual agreement of both parties for three additional five-year periods under the same provisions and for the same Disposal Fee calculated in accordance with Article 7 of this Agreement. Mason County shall give Cowlitz County 180 days written notice of its intention to renew the contract. In addition, the Agreement may be amended or supplemented upon the agreement of all the Parties with the same formalities as the original Agreement. Any mutual amendments or supplements shall be in writing and shall be signed by the authorized officers of the respective Parties at least thirty (30) calendar days in advance of the effective date of such action. 15. Independent Contractor. Each Party shall perform all respective work under this Agreement as an independent contractor. No Party is or shall be considered an employee, agent, subagent or servant of the other Party for purposes of this Agreement or otherwise; one Party's subcontractors, employees or agents are not and shall not be considered or deemed employees, agents, subagents or servants of the other Party for this Agreement or otherwise. 16. No Partnership or Joint Venture. Each Party shall have the exclusive right to control the solid waste and disposal services which it is respectively obligated for performance under this Agreement and the persons responsible for those wastes and performing those services. Each Party shall be solely responsible for the acts 10- COWLITZ COUNTY AND MASON COUNTY SOLID WASTE AGREEMENT and omissions of its officers, agents, employees, contractors and subcontractors. Nothing in this Agreement shall be construed as creating a partnership,j oint venture or similar undertaking between the Parties or giving on Party the duty to supervise or control the acts or omissions of any person responsible for solid wastes or performing disposal services under this Agreement for the other Party. 17. Party Representatives. Cowlitz County and Mason County shall each designate an agent to serve as a competent representative for the term of this Agreement. The Parties, respectively, shall keep each other informed of the identity of their respective representative and shall provide each other with a telephone number and other means which that representative may be reached twenty-four hours every day. 18. Representations and Warranties of the Parties. Each Party makes the following representations and warranties to and for the benefit of the other Parties: 18.1. Each Party has the full legal right, power and authority to execute and deliver,and perform its obligations under this Agreement,and has duly authorized the execution and delivery of this Agreement by proper action of its governing body under RCW 39.34. 18.2. Cowlitz County holds, or is expressly licensed to use, all permits, licenses and approvals necessary to operate and maintain the Landfill pursuant to and in accordance with the terms of this Agreement. Mason County holds, or is expressly licensed to use, all permits, licenses and approvals necessary to access and use the Landfill pursuant to and in accordance with the terms of this Agreement. 18.3. Neither the execution nor the delivery by any Party of this Agreement, nor the performance by any Party of its obligations hereunder nor the fulfillment by that Party of the terms and conditions hereof: (a) Conflicts with, violates or results in a breach of any applicable law; (b) Conflicts with,violates or results in a breach of any term or condition of any judgment, order or decree of any court, administrative agency or other governmental authority, or to the best of that Party's knowledge, any other agreement or instrument to which it is a party or by which that Party or any of its properties or assets are bound, or constitutes a default thereunder. 18.4. Violation of any warranty or representation in this Section shall constitute a material default under this Agreement. 19. Default. 19.1. Any Parry shall have the right to terminate this Interlocal Agreement for default if the another Party: (i) breaches any of its representations and warranties set forth herein, (ii) fails to comply with any federal, 11 - COWLITZ COUNTY AND MASON COUNTY SOLID WASTE AGREEMENT state or local laws, rules, orders or ordinances, or regulations that pertain to the collection, handling, storage, transportation, processing and/or disposal of the Acceptable Waste, or (iii) fails to substantially perform any material obligation under this Interlocal Agreement. 19.2. Notwithstanding anything in this Section to the contrary, a delay or interruption in the performance of all or any part of this Agreement by any Parry resulting from an Uncontrollable Circumstance shall not be deemed a default under this Section. 19.3. Notice and Cure. If a Parry incurs a default as described in this Agreement, another Party may give written notice of the violation to the defaulting Party. The defaulting Party must correct the violation or show cause why it should be entitled to reasonable additional time to cure the default, within thirty-five (35) calendar days of the posting of the written notice in the United States mail. If the defaulting Party fails to take required actions, then the non-defaulting Parry may, at its sole discretion, immediately terminate this Agreement by written notice to the defaulting Party provided by United States Postal Service (USPS), hand delivery or FAX. The terminating Party shall retain the right to pursue any cause of action or assert any claim or remedy it may have against the defaulting Party despite its termination of the Agreement. 20. Dispute Resolution. 20.1. The Parties shall first attempt to resolve any and all disputes to the mutual satisfaction of both Parties by good faith negotiation. 20.2. Whenever a Party desires to initiate dispute resolution processes set forth in this Section, it shall do so by giving a dispute resolution notice to the other Party. Upon delivery of any dispute notice, the representative of the recipient thereof shall deliver to the Parry giving that dispute notice a signed and dated receipt therefor, which receipt shall serve as conclusive evidence of the date upon which such dispute notice was delivered. Within ten (10) working days after the delivery of a dispute notice,the Parties shall meet for the purpose of negotiating a resolution of the dispute. 20.3. Subject to the conditions and limitations of this Section, controversies or claims arising out of or relating to disputes unresolved by Dispute Resolution under this Agreement or any other unresolved disputes shall be decided exclusively by the Superior Court of the State of Washington in Cowlitz County, Washington, unless otherwise agreed by the Parties. (a) Only Cowlitz County or Mason County shall have standing to bring or become a Party to claims or legal actions under this Agreement. 12- COWLITZ COUNTY AND MASON COUNTY SOLID WASTE AGREEMENT 21. Assigningnt. No Party shall assign any rights or obligations under or arising from this Agreement without the prior written consent of all Parties. 22. Miscellaneous. 22.1. Waiver of Provisions.No waiver by any party of any term or condition of this Interlocal Agreement shall be deemed or construed to constitute a waiver of any other term or condition or at any subsequent breach whether of the same or of a different provision of this Interlocal Agreement. 22.2. Public Interest. This Interlocal Agreement is entered into to protect the public health, safety and welfare of the residents of Cowlitz County and Mason County, and to promote the effective and efficient solid waste management provided in both counties. 22.3. Applicable Law. This Agreement is made in and shall be construed under the laws of the State of Washington. 22.4. Entire Agreement. This Agreement constitutes the entire and complete agreement and final expression of the Parties with respect to the subject matter it contains, and supersedes all prior or contemporaneous agreements, understandings, arrangements, commitments and representations,whether oral or written. 22.5. Severability. If any Agreement provision is for any reason determined by a court of competent jurisdiction to be invalid, illegal or unenforceable under any applicable law, the remaining provisions of the Agreement shall remain in effect and bind the Parties;however,the Parties shall negotiate in good faith to amend the Agreement to effectuate the intent of any invalid,illegal or unenforceable provisions, if permissible under applicable law. 22.6. Time of the Essence. Time is of the essence to this Agreement. 22.7. Access. Mason County, through its employees, agents and subcontractors, shall have a limited license to enter the Landfill property for the sole purpose of off-loading Acceptable Waste at an area designated, and in the manner directed, by Cowlitz County. Mason County shall ensure that its employees, agents and subcontractors, comply with all rules and regulations of the Landfill, including those relating to the use and operation of the Disposal Site and conduct of persons on the premises of the Disposal Site, as the same may be amended by Cowlitz County from time to time, and shall indemnify and hold Cowlitz County harmless for actions caused by 13- COWLITZ COUNTY AND MASON COUNTY SOLID WASTE AGREEMENT exercise of its license rights granted herein. Mason County shall have a reasonable right of access to the Landfill to inspect the facilities during normal business hours and upon reasonable notice to Cowlitz County, and accompanied by a representative of Cowlitz County. Each Party also shall have the right to inspect any and all public records of the other Party related to this Agreement upon request for such and reasonable notice. 22.8. Personal Liability. This Agreement is not intended to create or result in any personal liability for any public official, Cowlitz County or Mason County or any employee or agent thereof, nor shall the Agreement be construed to create that liability. 22.9. Notices. (a) Except as may otherwise be expressly provided, all approvals, requests, reports, notices, communications or other materials or information required or permitted to be made or given by a Party to the other Party hereunder shall be deemed to have been given or made only if the same is reduced to writing and delivered,either personally or by means of the United States Postal Service (registered or certified mail, postage prepaid), to the respective County Representative designated pursuant to Section 18 of this Agreement, as the case may be, at their respective addresses set forth below. (b) For all purposes of this Agreement, any such approval, request, report,notice,communication or other material or information which is delivered by means of the United States Postal Service as aforesaid shall be deemed to have been delivered as of the fifth business day next following the date of the postmark thereof. (c) All notices, requests and other communications to any Party hereunder shall be in writing and shall be given to such Party at the following address, or such other address as such Party may hereafter specify for the purpose by notice to the other Party: i. If to Cowlitz County: Mr. Mike Moss, Cowlitz County Public Works, 1600 13th Ave. South, Kelso, WA. 98626 ii. If to Mason County: Mr. Richard Dickinson, Mason County Public Works, 100 W Public Works Drive, Shelton,WA 98589 14- COWLITZ COUNTY AND MASON COUNTY SOLID WASTE AGREEMENT THIS INTERLOCAL AGREEMENT has been executed by the parties shown below and is dated as of the,day of , 2024. BOARD OF MASON COUNTY BOARD OF COWLITZ COUNTY COMMISSIONERS COMMISSIONERS MASON COUNTY,WASHINGTON COWLITZ COUNTY,WASHINGTON By: By: Randy Neatherlin, Chair Arne Mortensen, Commissioner Dist. 1 By: By: Kevin Shutty, Vice Chair Dennis Weber, Commissioner Dist. 2 By: By: Sharon Trask, Commissioner Richard Dahl, Commissioner Dist. 3 Attest: Attest: McKenzie Smith, Clerk of the Board Clerk of the Board Approved as to form only: Approved as to form only: Tim Whitehead, Chief DPA Cowlitz Civil Deputy Prosecuting Atty 15- COWLITZ COUNTY AND MASON COUNTY SOLID WASTE AGREEMENT C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Richard Dickinson Ext.450 Department: Utilities&Waste Management Briefing: ❑X Action Agenda: ❑X Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): February 5,2024 Agenda Date: February 13,2024 Internal Review: ❑ Finance ❑ Human Resources ❑X Legal ❑ Information Technology ❑ Risk (This is the responsibility of the requesting Department) Below for Clerk of the Board's Use Only: Item Number: Approved: ❑ Yes ❑ No ❑ Tabled ❑ No Action Taken Ordinance/Resolution No. Contract No. County Code: Item• Solid Waste Long Haul Transport Contract Background/Executive Summary: Mason County entered into direct negotiations with Mason County Garbage,Inc.to provide for the transport of solid waste from the Eells Hill transfer facility to the Cowlitz County Headquarters landfill. Negotiations are now complete other than a few items to be addressed during a 2/1 meeting. Changes to the attached contract will be reported during the briefing. The contract is for a period of ten years with options to renew. Budget Impact(amount,funding source,budget amendment): The initial transport fee is$35.50 until July 1,2024. Thereafter,the fee will be adjusted by 100%of the December-to-December Consumer Price Index for All Urban Consumers and fuel adjustments. The estimated annual cost is$1,849,872 based on an estimated 51,150 tons transported. The adopted 2024 budget includes adequate funding. Public Outreach (news release,community meeting, etc.): During the hearing process,the County published a notice of the public hearings December 14th and 21It and again on July 20'and 27'in the Shelton Journal. Requested Action: Approval to execute a contract with Mason County Garbage for Solid Waste Long Haul Transportation services. Attachments Draft Contract CONTRACT This Contract is made and entered into by and between Mason County, a political subdivision of the State of Washington (the "County") and Mason County Garbage, Inc. (the "Contractor"). RECITALS (a) In accordance with RCW 36.58.050 the Contractor has been selected to provide for the Term of the Contract, all Equipment and personnel to accept Acceptable Waste in loaded Trailers at the Transfer Station and to Transport that Acceptable Waste to a Disposal Site for the County. (b) The County's authorization to enter into this Contract is evidenced by the approval of the Board of Mason County Commissioners on , 2024. 1 The Contractor's authorization to enter into this Contract is evidenced by signing this Contract. ARTICLE 1 iii.7 Definitions.) For the purposes of this Contract,the following terms shall have the following meanings: "Acceptable Waste" means all putrescible and non-putrescible waste including but not limited to garbage, rubbish, refuse, ashes, paper, and cardboard; plant and grass clippings and leaves; commercial, industrial, demolition and construction wastes; wood waste; discarded or abandoned vehicles or parts thereof; discarded home and industrial appliances; manure, vegetable or animal solid and semisolid wastes and dead animals; Household Hazardous Waste; and Medical Waste, and excluding Excluded Waste and Unacceptable Waste. The term includes other materials and substances that may in the future be included in the definition of "solid waste", or any successor term, in a Change in Law (as defined below): "Change In Law" means any change in state or local fees, taxes, or other similar charges applicable to the Services'. (b) Notwithstanding the forgoing, the following shall not constitute a Change of Law for purposes of this Contract: (i) the adoption of, or change, amendment, or modification to, any federal, state, local or any other law which imposes or increases a tax, fee, or charge upon business activities generally, or certain classes of businesses activities generally, and which is not specifically directed at solid waste transportation business activities to the exclusion of other businesses activities not directly related to solid waste; (ii) any application of or change in interpretation of the provisions of RCW 36.58.090(8), or its successor or the statutes referred to therein (i.e., chapters 39.12, 39.19 and 39.25 RCW). 100113936.1DOCKIPage 1 of 55 "City" means the incorporated City of Shelton in Mason County that participates in the Comprehensive Solid Waste Management Plan and authorizes Mason County to designate disposal sites for Acceptable Waste originating in the city. "Comprehensive Solid Waste Management. Plan" means Mason County's Comprehensive Solid Waste Management Plan adopted in accordance with Chapter 70.95 RCW, as amended. "Consumer Price Index" or "CPI" means the Consumer Price Index for All Urban Consumers—West Region, All Urban Consumers, West Region All Items, 1982-1984=100 - CUUR0400SA0, as published by the Bureau of Labor Statistics http://www.bls.gov/cpi/home.htm) or such other appropriate index as may be mutually agreed upon by the parties in writing. "Contract" means this Contract regarding Solid Waste Export services for Mason County and the bond, letters of credit or other performance guarantees required under Section 6.4, the Pricing Form, Specifications, and any and all appendices, attachments, exhibits, amendments, change orders or modifications of the foregoing documents agreed to by the parties in writing. "Contractor" means Mason County Garbage Company, a Washington corporation; selected to provide solid waste Transportation services in accordance with this Contract, its successors or assigns and as applicable, the Contractor's officers, employees, agents, and subcontractors. "County" means Mason County, a political subdivision of the State of Washington. "Disposal Site" means the County contracted landfill or other alternate Disposal Site or facility used for the final treatment, utilization, processing and/or deposit of any Acceptable Waste received and transported by Contractor under this Contract. "Equipment" means any personal property provided in accordance with the Specifications and owned, leased, furnished, operated, or used by the Contractor to carry out the provisions of this Contract, including, but not limited to, Trailers, trucks, and scale readers. "Excluded Waste" means waste that: (a) is prohibited from acceptance at the Landfill by state, federal or local law, regulation, rule, code, ordinance, order or permit condition, or by directive of any governmental agency with jurisdiction to prohibit such acceptance; (b) is or contains Hazardous Waste (as defined below), provided that any such Hazardous Waste the acceptance of which at the Landfill is permitted by applicable law or permit, or an exemption, exclusion, or variance thereto issued by a governmental entity with jurisdiction, shall not be an "Excluded Waste". (c) Excluded Waste shall include Unacceptable Waste as defined herein 100113936.DOCK)Page 2 of 55 "Hazardous Waste" means any waste, material, or substance which is: (a) defined as hazardous by 40 CFR Part 261, and regulated as hazardous waste by the United States Environmental Protection Agency underSubtitle C oftheResource Conservation and Recovery Act of 1976, 42 U.S.C. Section 2601 et seq.: the Comprehensive Environmental response, Compensation and Liability Act, 42 U.S.C. Section 9601 et seq., as amended by the Superfund Amendments and Reauthorization Act ("SARA") of 1986; or any other federal statute or regulation governing the treatment, storage, handling, or disposal of waste,• materials or substances, which imposes special handling or disposal requirements similar to those required by Subtitle C of RCRA; or (b) defined as dangerous or extremely hazardous by Chapter 173-303 or 173- 340 WAC and regulated as dangerous waste or extremely hazardous waste by the Washington Department of Ecology underthe State Hazardous Waste Management Act,the Model Toxic Control Act, Chapter 70A.300 RCW, or any other Washington State Statute or regulation governing the treatment, storage, handling or disposal of wastes, materials or substances, which imposes special handling requirements similar to those required by Chapter 70A.300 RCW. Certain waste that is not as of the effective date of this Contract included in this definition may after that date come within its scope as determined by a government entity with jurisdiction; certain otherwaste that iswithin the definition may cease to be so included. Accordingly, any waste, material or substance shall be deemed Hazardous Waste at the time, but only so long as and to the extent that it is included in the definition of Hazardous Waste set forth above. "Household Hazardous Waste" means "moderate-risk waste" as defined in RCW 70A.300.010(13),as amended, or"Household Hazardous Waste" as defined in WAC 173-303- 071(3)(c), as amended. "Instructions to Bidders" means the instructions issued by Mason County as part of their bid documents for services under this Contract. "Maximum Payload" means the maximum weight of waste (in tons) that may be loaded into a trailer without exceeding the maximum legal gross vehicle weight and axle loading requirements under the loading conditions. "Medical Waste" means noninfectious and/or non-injurious waste or treated and properly packaged infectious and/or injurious waste originating in a medical, veterinary or intermediate care facility which is generated in the diagnosis, treatment, or immunization of human beings or animals, in research pertaining thereto, or in thereto, or in the production or testing of biologicals and that may be deposited in the general solid waste stream under federal, state and Mason County laws and regulations including, but not limited to, the regulations of the Mason County's Health District or Department; the term does not include infectious waste originating in a medical, veterinary or intermediate care facility that has not been treated and 100113936.DOCK)Page 3 of 55 may be deposited in the general solid waste stream under applicable federal, state or Mason County laws or regulations, including but not limited to, the Mason County's Health District regulations. As used above, the term "biologicals" means preparations made from living organisms, and their products, such as vaccines and cultures, treating or immunizing humans or animals or in research pertaining thereto. "Minimum Functional Standards" means the Washington State Minimum Functional standards for Solid Waste Handling set forth in Chapter 173-304 WAC, as amended. "Person" or "Persons" means without limitation, any individual, firm, corporation, association, partnership, consortium,joint venture, entity, government agency or unit of government. "Project" means any and all services, matters and things that the Contract requires to be done, kept, performed, and furnished by the Contractor and by the County, respectively. "RCW" means Revised Code of Washington. "Representative" means depending on the context, the authorized representative of the County or the Contractor designated in accordance with Article 5.. "Specifications" means the technical requirements which are attached to this Contract as Exhibit C and incorporated herein by this reference. "State/Local Solid Waste Handling Fee" means a fee, tax, surcharge, or similar charge on solid waste handling services, including but not limited to Transportation services, imposed by any state, regional or local government or government agency; the term does not include federally imposed fees, taxes, surcharges, or other charges levied equally on solid waste handling in all states" "Surety" means the Person providing a bond or letter of credit required under Section 6.4 guaranteeing or providing the funds to guarantee performance of the Contractor's obligations under this Contract. The qualifications required of a Surety are set forth in Section 6.4. "Term" or "Term of Contract" means the term of this contract set forth in Article 19, including any extensions thereof. "Transfer Station" means the site designated pursuant to Section 7.7 at which waste is received and loaded into Trailers. "Trailer" means a transfer trailer or intermodal shipping container on a chassis. A double trailer or other multiple box trailer shall be considered one Trailer for purposes of this Contract. "Transport" or "Transportation" means but is not limited to the transportation of Trailers to and from the Transfer Station and the Disposal Site and includes but is not limited to the storage and handling of Trailers at any transfer facility or other facilities used by the Contractor to deliver waste to a Disposal Site. 100113936.DOCKIPage 4 of 55 "Unacceptable Waste" means: (a) Hazardous Waste; (b) Radioactive waste or materials or explosive materials; (c) Sewage sludge, human waste, septic tank, and cesspool pumping's; and (d) Any material, the transportation or handling of which would constitute a Violation of any applicable state or federal law pertaining to health, safety or the environment, whether enacted prior to or subsequent to execution of the Contract. "Uncontrollable Circumstance" means: (a) any act or event that has had or may reasonably be expected to have a material adverse effect on the rights or obligations of a party to this Contract, , if that act or event is beyond the reasonable control of the party relying thereon as justification for not performing an obligation or complying with any condition required of that party under this Contract. Subject to Subsection (b) below, those acts or events shall include, but are not limited to, the following: (b) an act of god (except normal weather conditions for the geographic area of the Transfer Station and Disposal Site), hurricanes, tornadoes, epidemic, landslide, lightning, earthquake, volcano eruption, nuclear radiation, fire or explosion, flood or similar occurrence, an act of public enemy, war, blockade, insurrection, riot general arrest, or restraint of government and people, civil disturbance, or similar occurrence, that directly affects the operation of Equipment, the Transfer Station or Disposal Site; (i) or the failure of any appropriate federal, state local agency or public or private utility having operation or jurisdiction over, or responsibility to serve the Transfer Station or Disposal Site, to provide, maintain and assure the maintenance of any necessary utility which failure is not caused by County's failure to pay for those utilities at the Transfer Station or County's failure to comply with applicable law; (ii) for Contractor, a non-Contractor strike; (iii) for the County, any strike or labor dispute; or (iv) a Change in Law. (c) It is expressly understood and agreed that notwithstanding any other provision of this definition, the following events, or conditions, in and of themselves, shall not constitute an Uncontrollable Circumstance: (i) adverse changes in the financial ability of any party to this Contract to perform its obligations under this Contract; (ii) the consequences of errors of design, construction, start-up, 100113936.1DOCKIPage 5 of 55 operation or maintenance of the Transfer Station on the part of the County, or any of its employees, agents, or subcontractors. (iii) the failure of the County to secure patents or licenses in connection with the technology necessary to design, construct, operate, or maintain the Transfer Station; (iv) the lack of fitness for use, or the failure to comply with the Specifications or the design of any materials, equipment, or parts constituting any part of the Equipment; (iv) the failure of any technology to perform; (vi) any act or event the occurrence against which a party is obligated to carry insurance under this Contract, to the extent such party is so obligated; and (viii) periodic flooding and freezing which temporarily causes roads, bridges or other transportation facilities to beunavailable foruse by the Contractor,and which is within the range of such unavailability which has been experienced in the case of such transportation facilities during two (2) or more of the ten (10) years preceding the year in which the Contract is executed." "USC" means United States Code. "WAC" means Washington Administrative Code 1.2 Construction of Terms. Unless otherwise specified in the Contract, words describing material or work that have a well-known technical or trade meaning shall be construed in accordance with the well-known meaning generally recognized by solid waste professionals, engineers, and trades. ARTICLE 2 General Provisions 2.1 Law Applicable. This Contract is made in and shall be construed under the laws of the State of Washington. 2.2 Law Incorporated by Reference. Chapter 70.95 RCW and 36.58.040, as amended or superseded, including the latest additions and revisions and including regulations promulgated thereunder, and the applicable provisions of the Mason County Code, as amended or superseded, are incorporated by reference in the Contract. 100113936.DOCKIPage 6 of 55 2.3 Entire and Complete Agreement. This Contract constitutes the entire and complete Agreement and final expression of the parties with respect to the subject matter it contains, and supersedes all prior or contemporaneous Agreements, understandings, arrangements, commitments, and representations, whether oral or written. In the event of any conflict between the language set forth in this Contract, any of the exhibits hereto or the Specifications, the language in the Contract shall prevail and this Contract shall be interpreted as if that conflicting language was not a part of the Agreement between the parties. The Contractor shall immediately bring to the County's attention for decision and mutual revision any observed conflicts between or duplications of any Contract provisions or any material omissions from the Contract. The Contractor shall obtain written instructions from the County's Representative before proceeding with services affected by omissions or discrepancies in the Contract. In the event of a discrepancy in the provisions of the Contract, the most stringent provision shall apply. 2.4 Severability. If any Contract provision is for any reason determined tobe invalid, illegal,or unenforceable under any Applicable Law, the remaining provisions of the Contract shall remain in effect and bind the parties; however, the parties shall negotiate in good faith to amend the Contract to effectuate the intent of any invalid, illegal or unenforceable provision, if permissible under Applicable Law. 2.5 Time of the Essence. Time is of the essence of this Contract. 2.6 Waiver of Provisions. The County's or Contractor's failure to object to a breach of any Contracts provisions is not and shall not be construed as a waiver of that provision. The payment or acceptance of Compensation subsequent to any breach is not and shall not be deemed an acceptance of that breach. Any waiver must be in writing and supported by consideration. 2.7 Access. The County shall have the right and unlimited access to inspect any or all of the Contractor's and subcontractor's Equipment or records solely to the extent related to this Contract; however, the County's access to records under this Section shall be subject to the confidentiality provisions of Section 6.9(b). The County shall have access to inspect Equipment used in connection with the services hereunder under this Section at any and all times during normal business hours of or when there is activity of any kind involving such Equipment. 2.8 No Third-Party Beneficiaries. This Contract is entered into by the County in its governmental capacity and is not intended to nor does it create any third-party beneficiary or rights in any public or private Person with the exception of those rights accorded to Other Counties as stated herein. 2.9 Personal Liability. This Contract is not intended to create or result in any personal liability for any public official or County employee or agent, nor shall the Contract be construed to create that liability. 100113936.1DOCKIPage 7 of 55 2.10 Comprehensive Contract. All services that are necessary to complete and carry out the project as described in the Contract shall be considered part of the project and the Contractor shall perform or provide for the services without extra Compensation unless otherwise expressly stated in the contract. 2.11 Subsidiary Contacts. No contract between the Contractor and its subcontractors, officers, employees, or agents including all contracts relating to the use, lease, operation or ownership of the Equipment shall prevent, expressly or in effect, the Contractor from performing its obligations under this Contract. 2.12 Notices. (a) Except as may otherwise be expressly provided, all approvals, requests, reports, notices, communications or other materials or information required or permitted to be made or given by a party to the other party hereunder shall be deemed to have been given or made only if the same is reduced to writing and delivered, either personally or by means of the United States Postal Service (registered or certified mail, postage prepaid), to the County Representative or the Contractor Representative, as the case may be, at their respective addresses as set forth below. (b) For all purposes of this Contract, any such approval, request, report, notice, communication or other material or information which is delivered by means of the United States Postal Service as a foresaid shall be deemed to have been delivered as of the fifth (5tn) business day next following the date of the postmark thereof. (c) All notices, requests, and other communications to either party hereunder shall be in writing and shall be given to such party at the following address, or such other address as such party may hereafter specify for the purpose by notice to the other party: If to the County: Mason County 100 W Public Works Dr Shelton, Washington 98584 Telephone: (360) 427 - 9670 Ext. 652 (Business) (360) 490 - 0396 (24 Hour Contact) Attention: Richard Dickinson Deputy Director/Utility Waste 100113936.DOCKIPage 8 of 55 If to the Contractor: Mason County Garbage, Incorporated PO Box 787 81 E Wilbur's Way Shelton, WA 98584 With copy to: Waste Connections 3 Waterway Square Place, Suite 110 The Woodlands, Texas 77380 Attn: Legal Department Telephone: (253) 240-0655 Attention: Mark Gingrich Vice President, Rainier Division 2.13 Article. Section and Subsection References. Any Articles, Sections or Subsections mentioned in this Contract by number only without reference to another document refer to those Articles, Sections or Subsections contained in this Contract. 2.14 Amendment or Waiver. Neither this Contract nor any provision hereof may be changed, modified, amended, or waived except by written instrument signed by the parties. 2.15 Contract Execution. For purposes of this Contract, Contract execution shall be the date the County executes the Contract. ARTICLE 3 Independent Contractor 3.1 Contractor as Independent Contractor. The Contractor shall perform all work under this Contract as an independent contractor. The Contractor is not and shall not be considered an employee, agent, subagents, or servant of the County for this Contract or otherwise; the Contractor's subcontractors, employees or agents are not and shall not be considered employees, agents, subagent, or servants of the County for this contract or otherwise. 3.2 Contractor's Control of Project. The Contractor shall have the exclusive right to control the services and work performed under this Contract and the Persons performing those services and work. The Contractor shall be solely responsible for the acts and omissions of its officers, agents, employees, contractors, and subcontractors performing services pursuant to this Agreement. Nothing in the Contract shall be construed as creating a partnership or joint venture between the County and the Contractor or giving the County a duty to supervise or control the acts or omissions of any Person performing services or work under the Contract. 100113936.1DOCKIPage 9 of 55 ARTICLE 4 Subcontractors 4.1 Refection of Subcontractors. (a) During the Term of this Contract the County shall have the right to reject any or all subcontracts of all or part of Contractor's obligations to perform the project or provide any of the Equipment if the County reasonably believes that the subcontractors concerned either have not or will not adequately perform the tasks assigned to them. The Contractor shall inform the County of all proposed subcontracts no later than ninety (90) days prior to the date on which the proposed subcontract is to take effect. The County reserves the right in its sole discretion to reject any subcontract no later than thirty (30) days prior to the date on which the proposed subcontract is to take effect, if the County reasonably believes that the subcontractor concerned either has not or will not adequately perform the tasks to be assigned to it. (b) In no event shall the Contractor's subcontracting, or the County's failure to reject Contractor's subcontracting of its obligations hereunder, in any way relieve the Contractor of its responsibilities under this Contract. The Contractor shall have the exclusive right to control the services and work performed under this Contract and the Persons performing those services and work. The Contractor shall be solely responsible for the acts and omissions of its officers, agents, employees, suppliers, subcontractors and those subcontractors' suppliers, employees, agents, and officers performing services pursuant to this Agreement. Nothing in the Contract shall be construed as creating a partnership or joint venture between the County and the Contractor or giving the County a duty to supervise or control the acts or omissions of any Person performing services or work under the Contract.The Contractor's subcontracting or the County's approval of that subcontracting of the Contractor's obligations to perform under this Contract shall not relieve the Contractor of its obligations under this Contract. 4.2 Assignment of Subcontracts. All contracts between the Contractor and its subcontractors for services and work under this Contract executed after February 29, 2024 shall contain a clause that if the Contractor defaults in performance of the Contract and the County accepts assignment of the subcontract under Article 17, the subcontractor shall recognize the County or its assignee as the Contractor and the County or its assignee shall have all the rights, remedies and responsibilities of the Contractor under that subcontract. ARTICLE 5 Contractor and County Representatives 5.1 Representatives. The Contractor and the County shall each designate an agent to serve as a competent Representative for the Term of this Contract. The County and Contractor, respectively, shall keep each other informed of the identity of their respective Representative {00113936.DOCX.}Page 10 of 55 and shall provide each other with a telephone number and other means by which that Representative may be reached twenty-four (24) hours every day. 5.2 Contractor Representative. The Contractor's Representative shall be the Contractor's agent and shall represent the Contractor for all purposes of this Contract. All written or oral directions, instructions or notices given by the County to that Representative and related to the subject matter of the Contract shall bind the Contractor as if delivered to the Contractor personally. The Contractor's Representative shall be in charge of the Project at all times and shall have authority to act on behalf of the Contractor; the Contractor's Representative's statements, representations, actions, and commitments shall fully bind the Contractor, subject to the requirements of Section 2.14. The Contractor's Representative shall be located within a reasonable proximity of the County and be accessible at all times during the Term of the Contract. 5.3 County Representative. Unless the County notifies the Contractor otherwise in writing, the County's Representative shall be the County's representative for all purposes of this Contract. ARTICLE 6 Contractor Responsibilities. Representations and Warranties 6.1 General. The Contractor's responsibilities under this Contract include, but are not limited to: (a) Transportation of Acceptable Waste, delivered to the Contractor at the Transfer Station and loaded into Trailers that conform to the requirements of the Specifications, to the Disposal Site (b) Ownership, operation and/or leasing of Equipment necessary to perform its obligations under this Contract (c) Procurement and maintenance, as applicable, of the letter of credit or other financial guarantee required under Section 6.4. (d) Compliance with all Applicable Laws in accordance with Section 6.7; obtaining any permit, license, certificate or governmental approval required for the Project in accordance with section 6.5; and the payment of all applicable taxes and fees in accordance with Section 6.6; (e) Procurement and maintenance of insurance in accordance with Article 12; (f) Maintenance of an alternate operations plan and an emergency operations plan and found in Exhibit D and E of the Contract and Alternate Facilities Plan found in Exhibit F in accordance of this Contract; (g) Performance of all other obligations required under this Contract. {00113936.DOCX.}Page 11 of 55 6.2 Commencement of Service to County. Commencing ten (10) days after the Contractor receives from the County a notice to proceed with operations or service under this Contract, but in any event not earlier than February 29, 2024 (or such other date as may be mutually agreed upon by the County and the Contractor), the Contractor shall accept and Transport all Acceptable Waste delivered by the County to the Contractor in a Trailer at the Transfer Station in accordance with this Contract to Cowlitz County Headquarters Landfill pursuant to landfill hours of operation. 6.3 Facilities: Replacement or Repair. (a) Equipment. The Contractor shall own, lease, install or otherwise provide, maintain, and operate all necessary Equipment in a quantity sufficient to perform the services under this Contract in a timely manner throughout the Term of the Contract in accordance with the Specifications. Subject to Exhibits D and F, the Contractor may add to, delete, improve, or replace Equipment during the term of the contract so long as such additions, deletions, improvements, or replacements are carried out and operate in accordance with Applicable Law. All Equipment provided by the Contractor shall meet or exceed the requirements in the Specifications and any and all requirements of any Applicable Law. (b) Replacement or Repair. The Contractor at its sole expense shall keep all Equipment in good working order and repair.. In the event a Trailer is damaged or due to failure of the County or its agents to use reasonable care in loading or moving of the Trailer, the Contractor shall repair or replace the Trailer if not economically feasible to repair. The County shall reimburse the Contractor for the cost of repair and replacement if and only if: (i) the repair or replacement is necessary to remedy damage caused by the County or its agent, including a third party Transfer Station operator, and (ii) the Contractor assigns to the County any and all subrogation rights it has against such operator or any other Person who may be liable for the damage; and (iii) the costs incurred to repair or replace the Trailer are reasonable under the circumstances to repair or replace the Trailer; and (iv) the Contractor fully documents the costs it incurred to the County's reasonable satisfaction. (c) Refection of Equipment. The County may require the Contractor at its sole expense to replace or repair any Equipment including, but not limited to, Tractors or Trailers used to provide services under this Contract, when the County reasonably believes they are not road-worthy or otherwise do not conform to the Specifications. {00113936.DOCX.}Page 12 of 55 (d) Change of Loading Technology and Trailer Type. In the event the County elects to renew the Contract for a second or subsequent ten (10) year period pursuant to Section 19.2, the County shall have the right to change the type of loading technology used at the Transfer Station and to require the Contractor to change the Equipment, in order to conform to the change in technology, upon giving Contractor 120 days advance written notice of the change. Unless otherwise agreed, the change in trailer types shall be made as of the first day of the additional ten (10) year period and shall remain in effect for the duration of such period. 6.4 Financial Guarantee of Contract Performance. (a) Performance Bond. The Contractor shall provide and maintain in force for the Term of the Contract a performance bond and attached hereto as Exhibit A. (b) Alternate contract Performance Guarantee. In its sole discretion, the County may accept such other form of bond or letter of credit that is approved by the County. For purposes of this Subsection, the term "performance guarantee" shall mean any bond, letter of credit or other financial guarantee referred to in this Article and provided to guarantee or provide the funds to guarantee the performance of the Contractor's obligations under this Contract. (c) Qualifications of Surety. The Surety must be licensed to conduct business in Washington State and all other states wheretheProject is located. A Suretywhich provides a bond or other alternate form of performance guarantee in lieu of an irrevocable standby letter of credit must: (i) conform with all applicable Washington State statutory requirements for sureties, including, but not limited to RCW Chapters 19.72 and 48.28; and (ii) be included on the current list of Companies Holding Certificates of Authority as Acceptable Sureties on Federal Bonds and as Acceptable Reinsuring Companies, as published in Circular 570, as amended, by the Audit Staff Bureau of Accounts, United States Treasury Department. A Surety providing a letter of credit must be a financial institution whose long-term debt is rated in one of the three highest categories by a nationally recognized rating agency (e.g. Standard & Poor's rating of AAA, AA, or A) (d) Amount of Performance Guarantee. The amount of the performance guarantee for the first year of transportation services under the Contract shall be $1,500,000. For the second and subsequent years under the Contract the Contractor shall maintain the performance guarantee in an amount equal to one hundred percent of the total revenues paid by the County to the contractor under this Contract for the previous year of services. (Projected first year revenues shall be used in the case of the first renewal of the performance guarantee.) 100113936.1DOCKIPage 13 of 55 (e) Duration of Performance Guarantees. Except for the initial performance guarantee which shall be for a duration of two (2)years, any successor performance guarantee shall be issued for a term of not less than one (1) year; the Contractor shall provide a new performance guarantee or evidence satisfactory to the County of the renewability of the current performance guarantee, at least 180 days before the expiration date of the performance guarantee then in effect. Any performance guarantee provided under this Section other than a letter of credit shall provide that notwithstanding the termination or expiration of the Contract, at any time within two (2) years of the date the performance guarantee terminates or expires, the County may make a claim against the performance guarantee for Contractor's failure to perform its obligations under the Contract. However, Contractor shall be liable for its obligations under this Contract notwithstanding the termination of the surety's obligations under the performance guarantee. (f) Authority of A.Rent. All performance guarantees given under this Article that are signed by the Surety's agent must be accompanied by a certified copy of that agent's authority to act for the Surety at the time the bond is signed. The county must approve in writing the Surety providing, and the form and substance of, all performance guarantees. The Contractor may satisfy the obligations under this Article by providing performance guarantees from one or more Sureties meeting the qualifications set forth in this Article. 6.5 Permits, Licenses. Royalties. (a) The contractor shall obtain, maintain, and pay for, at Contractor's sole expense, all permits required under any Applicable Law for its acquisition, installation and operation of the Equipment and all other permits necessary to fulfill all its obligations under this Contract. Within thirty (30) days of receiving the notice of award of the Contract from the County, the Contractor shall, with respect to the Equipment the Contractor then expects to use to carry out its responsibilities under this Contract, provide to the County a list of all permits required for the performance of its obligations under this Contract designating the issuing agency and the dates of issuance and expiration of those permits, a copy of all current permits and the contractor's schedule for obtaining or renewing all permits required during the term of the Contract. As Equipment is significantly changed, modified, or replaced during the term of this Contract, the Contractor shall provide copies of new permits relevant to the acquisition, and/or operation of such Equipment. To the extent permitted' by Applicable Law, the County shall provide the Contractor with any information or documents in its control that the Contractor reasonably requests in order to obtain or maintain all required permits. For purposes of this Section, the term "permits" means any temporary and/or permanent permits, approvals, licenses, certificates, inspection fees, surcharges and other approvals required for the performance of the Project. The County shall obtain and maintain any and all permits necessary for the operation of the Transfer Station during the Term. In the event any modifications to the Transfer Station must be made to bring the Transfer Station into compliance with current and future laws, the cost of such modifications shall be paid by the County. {00113936.DOCX.}Page 14 of 55 (b) The Contractor shall be liable for all fines or civil penalties that may be imposed by any regulatory agency for Contractor-caused violations of permits, regulations, or any Applicable Laws; the County shall not be liable for and shall not reimburse Contractor for payment of those fines or civil penalties. Notwithstanding the foregoing, the County shall reimburse the Contractor for all fines and penalties imposed and paid as a result of the Transportation of Unacceptable Waste loaded into a Trailer except for fines and penalties: (i) incurred due to the sole negligence of the Contractor, or (ii) related to any Unacceptable Waste discovered, transported and/or disposed of not in accordance with Section 10.4, or (i i) other Transportation of Unacceptable Waste by Contractor or Contractor's agent, employee, assignee, or subcontractor, done with knowledge that Unacceptable Waste is being transported. (c) The Contractor shall pay all royalties, fees, and license payments, shall defend all suits, and hold the County harmless from any fines or penalties resulting therefrom 6.5(b)(i-iii) above in accordance with Article 11. 6.6 Taxes and Fees. The Contractor shall be responsible and liable for payment of all federal, state and local taxes and fees, and surcharges of every form, that apply to any and all Persons, property, income, equipment, materials, supplies, structures or activities that are involved in the performance of the Contract, including but not limited to, any income taxes, , excise, sales and use taxes and fees that arise in connection with the Contract; however, the Contractor shall not be responsible or liable for payment of any tax or fee for which the County is ordinarily responsible without regard to the services provided by the Contractor under this Contract. The extent to which the Contractor is permitted to adjust Compensation(s) for cost increases in the rates of taxes, fees, or surcharges, if at all, is set forth in Articles 8 and 9. Contractor shall not be responsible for any real property taxes assessed on the Transfer Station. 6.7 Compliance with Law; Documentation: Confidential Business Records. (a) Contractor Compliance with Law; County Verification. The Contractor, its officers, employees, agents, and subcontractors shall comply with all Applicable Laws and the requirements of this Contract in performing its obligations under this Contract. The County shall have the right and be given access to inspect copies of all correspondence or any other documents sent to or received from the Contractor, or its subcontractors related to the Contractor's compliance with any Applicable Law or the requirements of this Contract. (b) Confidential Business Records. (i) The Contractor may designate documents as confidential business records; documents reasonably designated as such shall remain the exclusive property of the Contractor. For purposes of this Section, "confidential business records" means all trade secrets, proprietary plans, financial data and the ideas and information contained therein, or any other {00113936.DOCX.}Page 15 of 55 information that if made public would harm competition, that Contractor makes available to the County for purposes of this Contract. (ii) If documents are designated as confidential business records, they shall be inspected by an independent accountant or other third party designated by the County and approved by the Contractor (which approval shall not be unreasonably withheld); the third party selected shall determine whether the documents are relevant to the Contractor's compliance with Applicable Law. If the third party determines that the documents are relevant, then the County may inspect the documents. For documents that contain both relevant and irrelevant information, the third party may delete any irrelevant information. (iii) The County shall not disclose to others information designated by the Contractor as confidential business records unless the County, on advice of legal counsel, reasonably determines that the information concerned, or any portion thereof is subject to disclosure under Chapter 42.56 RCW or any other Applicable Law. The Contractor recognizes and agrees that even if the County determines that the information is properly withheld from public disclosure, a court may order the disclosure of that information; in such an event of disclosure, the County shall have no liability to the Contractor for any loss resulting therefrom. Notwithstanding the foregoing, the County may disclose all information to employees, consultants, attorneys, or other agents of the County examining those documents for purposes of this Contract, provided there are bound by the same confidentiality terms contained herein in this Section 6.7. If required by law or a court order to disclose documents designated as confidential business records, the County shall notify the Contractor before that disclosure occurs and provide reasonable opportunity to contest in good faith the interpretation, application and enforcement of any such law or court order. (c) Applicability. All Agreements between the Contractor and Persons employed for this Contract shall contain Section 6.7(a)'s requirements. The requirements of this Section shall survive the termination or expiration of the Contract. All unresolved disputes arising underthis Section shall beresolved by arbitration under Article 16. 6.8 Records; Monthly Report. The Contractor shall keep accurate records of all transactions to the extent arising from this Contract including, but not limited to, all correspondence and invoices, weigh tickets or receipts issued at the Transfer Station or the Disposal Site. The Contractor shall at all times maintain an accounting system that uses generally accepted accounting principles; consistently applied for all services rendered and materials supplied, including additional and deleted work, in connection with this Contract. The Contractor shall provide to the County by the fifteenth (15th) day of each month a report for the preceding month summarizing routine and extraordinary activities during the prior month and plans and schedules for the future activities. The report shall include, but not be limited to: (a) The tonnage delivered to the Disposal Site by the Contractor from the Transfer Station; {00113936.DOCX.}Page 16 of 55 (b) The condition of the Equipment; (c) A report of all complaints submitted to the Contractor as required by Section 6.9 and the Contractor's response, if any; (d) A summary of any extraordinary occurrences affecting the Contractor's performance including but not limited to occurrences affecting the Equipment or Transfer Station; (e) Copies of the weigh tickets, invoices and/or receipts for the month; (f) Changes in the status and readiness of alternate facilities and emergency facilities and/or associated plans (g) Documentation regarding Unacceptable Waste, if any, gathered, produced and/or retained as required in Article 10; In addition to the monthly report required under Section 6.8, Contractor shall provide to the County within thirty (30) days of the end of any year of operations under the Contract an annual report summarizing and consolidating the information contained in the monthly reports provided for the preceding year. All records required to be maintained by the Contractor under this Section shall be available for inspection by the County and Washington State Auditor for a period of six (6) years after the expiration or termination of the Contract. 6.9 Accidents: Complaints. (a) Accidents: Reportinjz. The Contractor shall be financially liable and otherwise responsible for all injuries, accidents and other mishaps to the extent arising from Contractor's services pursuant to this Contract that are not caused in whole or in part by the negligence of the County. The Contractor shall report by telephone or email any accidents resulting from the performance of this Contract to the County as soon as practicable. For purposes of this Section, "accident" shall include the death of any Person, any personal injury resulting in inpatient hospitalization or outpatient treatment by a physician or damage to any real or personal property exceeding$5,000. The Contractor shall report in writing to the County within seven (7) days of that accident complete details of the accident including witness statements. (b) Response to Complaints: Report. The Contractor shall respond in a reasonable and courteous manner to complaints, charges or allegations related to Contractor's performance under the Contract within thirty (30) days of receipt of that complaint, charge,or allegation, including butnot limited tothose complaints made or actions brought by citizens, citizen groups and public agencies. The Contractor shall deliver to the County as part of the monthly report required under Section 6.8 a report of all complaints submitted that shall {00113936.DOCX.)Page 17 of 55 include but not be limited to the name and address of the complainant,the substance of the complaint including the activity or service at issue, the action, if any, the Contractor has taken to investigate or remedy the problem or an explanation of why no action has been taken. 6.10 Payment of Subcontractors and Laborers. Unless a reasonable dispute exists concerning payment, the Contractor shall promptly pay all subcontractors, suppliers or laborers engaged for purposes of this Contract, in accordance with the contract or agreement between that Person and the Contractor. 6.11 Employment Discrimination. The Contractor, with regard to the work performed by it during the Term of the Contract, will not discriminate on the grounds of race, color, or national origin in the selection and retention of subcontractors, including procurements of materials and leases of equipment. The Contractor will not participate directly or indirectly in the discrimination prohibited by the Acts and the Regulations, including employment practices when the Contract covers any activity, project, or program set forth in Appendix B of 49 CFR Part 21. 6.12 Scheduling: Management: Quality of Performance. The Contractor shall coordinate, schedule in an orderly manner, and manage all work done by Contractor's officers, employees, subcontractors, and agents under this Contract. The Contractor and subcontractors shall perform every act or service under this Contract in a skillful and competent manner in accordance with the highest standards of the solid waste transportation industry. The Contractor shall be financially liable for any errors, deficiencies, or failures to perform under this Contract. All workers and subcontractors shall be skilled in their trades. All drivers shall be licensed or otherwise qualified as required by law. The Contractor shall furnish evidence of the skill and licenses of its officers, employees, subcontractors, agents, and drivers on the request of the County. The Contractor shall at all times enforce strict discipline and good order among its employees and all subcontractors. 6.13 Representations and Warranties of the Contractor. The Contractor hereby makes the following representations and warranties to and for the benefit of the County: (a) The Contractor is duly organized and validly existing as a corporation in good standing under the laws of the State of Washington and it is duly qualified to do business in the State of Washington. (b) The Contractor has full legal right, power, and authority to execute and deliver, and perform its obligations under this Contract, and has duly authorized the execution and delivery of this Contract by proper action of its Board of Directors. This Contract has been duly executed and delivered by the Contractor in accordance with the authorization of its Board of Directors and constitutes a legal, valid, and binding obligation of the Contractor enforceable against the Contractor in accordance with its terms. 100113936LOCKIPage 18 of 55 (c) Neither the execution or delivery by the Contractor of this Contract, the performance by the Contractor of its obligations hereunder, nor the fulfillment by the Contractor of the terms and conditions hereof: (i) conflicts with, violates or results in a breach of any Applicable Law; (ii) conflicts with, violates or results in a breach of any term or condition of any judgment, order or decree of any court, administrative agency, or other governmental authority, or to the best of Contractor's knowledge, any Agreement or instrument, to which the Contractor is a party or by which the Contractor or any of its properties or assets are bound, or constitutes a default thereunder. (d) No approval, authorization, license, permit, order or consent of, or declaration, registration or filing with, any governmental or administrative authority, commission, board, agency or instrumentality is required for the valid execution and delivery of this Contract by the Contractor, except such as has been duly obtained or made or such as the Contractor has given the County adequate assurance, in the County's sole discretion, that it will be obtained or made before the commencement of services by the Contractor under this Contract. (e) Unless otherwise approved by the County in writing, as of the date the Contractor provides Waste Transportation services under this Contract there shall not be any action, suit, proceeding or, to the best of the Contractor's knowledge, investigation, at law or in equity, before or by any court or governmental authority, commission, board, agency or instrumentality pending or, to the best of the Contractor's knowledge, threatened against the Contractor, wherein an unfavorable decision, ruling or finding, in any single case or in the aggregate, would materially adversely affect the performance by the Contractor of its obligations hereunder or in connection with the transactions contemplated hereby, or which, in any way, would adversely affect the validity or enforceability of this Contract or any other Agreement or instrument entered into by the Contractor in connection with the transactions contemplated hereby. (f) The Contractor holds, or is expressly licensed to use, all patent rights, licenses, and franchises necessary or appropriate to possess, operate and maintain the Equipment pursuant to and in accordance with the terms of the Contract. (g) There has been no material adverse change in the contractor's financial condition since the date of the financial statement submitted by the Contractor to the County in response to the County's request for bids. ARTICLE 7 County Responsibilities. Representations and Warranties 7.1 General. The County's Responsibilities under this Contract include but not limited to: (a) Payment of a Compensation to the Contractor in accordance with Article 8; {00113936.DOCX.}Page 19 of 55 (b) Ownership and operation of one or, in the County's sole discretion, more Transfer Stations; (c) Delivery of Acceptable Waste to the Contractor, either top-loaded or preload compacted and ejected into Trailers in accordance with the Specifications; (d) Provide, operate, and maintain all facilities necessary for operation of the Transfer Station including scales, compaction equipment and yard tractors. 7.2 Waste Flow: Flow Control. The County shall: (a) Enact and maintain in force and effect and use reasonable efforts to enforce applicable ordinances to require all Acceptable Waste (not including waste diverted by legal self-disposal, reuse, recycling or composting, Household Hazardous Waste, construction and demolition waste, wood waste,) to be delivered to the Transfer Station or other designated facilities. (b) Use their best efforts to enter into, maintain and enforce an Agreement with the City of Shelton under which the City will grant Mason County authority to designate Disposal Sites for waste collected within the City and will agree to enact and enforce appropriate laws to carry out the requirements of this Section with regard to such Acceptable Waste originating within the City. 7.3 Payment: Estimates. As long as the Contractor's Equipment is operationally available to accept and Transport Acceptable Waste to the Disposal Site in a quantity commensurate with the amount of Acceptable Waste delivered to the Contractor pursuant to this Contract during the Term of this Contract, the Contractor is providing the Transportation services in accordance with the requirements of this Contract and the Contractor is otherwise materially in compliance withthetermsof this Contract, the County shall pay the Contractor a Compensation in accordance with Article 8. 7.4 Cooperation with Contractor. The County shall cooperate with the Contractor and respond to the Contractor's reasonable requests for information and assistance, consistent with the provisions of this Contract. However, it is not the County's responsibility to notify the Contractor when to begin, cease or resume the Project, except for notice to commence service as set out in paragraph 6.2 hereof, nor to give early notice of rejection of faulty work, nor in any way to supervise the Project so as to relieve the Contractor of any liability, responsibility or consequence for neglect, negligence, carelessness, substandard or defective work, or for the use of substandard or defective materials or Equipment, by the Contractor, its officers, employees, subcontractors or agents. The County does not assume any liability as a result of inspections conducted of the Project and instructions, directions or suggestions given by the inspector shall not relieve the Contractor of any responsibility or liability associated with Contractor's operations. 100113936LOCKIPage 20 of 55 7.5 Disputes. All disputes under this Article shall be resolved in accordance with Article 16. 7.6 Access to Transfer Station: Days and Hours of Operation. Except for the occurrence of an Uncontrollable Circumstance or on recognized Mason County Holidays that requires the closure of the Transfer Station, the Contractor shall have access to the Transfer Station for purposes of this Contract between 6:00 a.m. and 12:00 a.m. (midnight), daily. The County in its sole discretion may adjust the operating hours and days of operation per year of the Transfer Station. 7.7 Location of Transfer station. The notice to proceed provided to the Contractor pursuant to Section 6.2 shall specify the location of the Transfer Station. Upon giving the Contractor 90 days' notice, the County may change the location of the Transfer Station. In the event any designated Transfer Station is greater than ten (10) miles from the city limits of Shelton (as of February 29, 2024) then the Contractor shall be compensated per Article 8 for actual costs in excess of those which would be incurred if the specified distance standard had been met. 7.8 Excluded Waste. County agrees not to deposit in Contractor's Equipment or place for collection by Contractor any Hazardous Waste or Excluded Waste. Title to and liability for any Excluded Waste shall remain with the producer of said waste and in no event shall pass to Contractor. 7.9 Representations and Warranties of County. The County hereby makes the following representations and warranties to and for the benefit of the Contractor: (a) The County is a political subdivision of the State of Washington, with full legal right, power, and authority to enter into and perform its obligations under this contract. (b) The County has duly authorized the execution and delivery of this Contract and this Contract has been duly executed and delivered by it and constitutes a legal, valid, and binding obligation of the County enforceable against the County in accordance with its terms. (c) Neither the execution and delivery by the County of this Contract, the County's performance of its obligations hereunder nor its fulfillment of the terms or conditions hereof: (i) conflicts with, violates or results in a breach of any Applicable Law; (ii) conflicts with, violates or results in a breach of any terms or conditions of anyjudgment, order, ordecree of any court, administrative agency or other governmental authority, or to the best of the County's knowledge, any Agreement or instrument towhich the County is a party or by which the county or any of its properties orassets are bound orconstitutes a default thereunder. 100113936.1DOCKIPage 21 of 55 (d) No approval, authorization, license, permit, order, or consent of, or declaration, registration or filing with, any governmental or administrative authority, commission, board, agency or instrumentality is required for the valid execution and delivery by the County of this Contract except those that have been duly obtained or made. (e) There is noaction,suit,proceeding or,tothe best of the County'sknowledge, investigation, at law or in equity, before or by any court orgovernmental oradministrative authority, commission, board, agency or instrumentality pending or, to the best of the county's knowledge, threatened, against the county, wherein an unfavorable decision, ruling or finding, in any single case or in the aggregate, would materially adversely affect the performance of the County's obligations hereunder or in connection with the other transactions contemplated hereby or which, in any way, would adversely affect the validity or enforceability of this Contract or any Agreement or instrument entered into by the County in connection with the transactions contemplated herein. ARTICLE 8 Contractor Compensation 8.1 Contractor Compensation. Mason County will pay the Contractor on a monthly basis for all work performed, providing the Contractor submits to Mason County a statement, which indicates services provided and costs of said services, by the 15' of each month. Payment will be made to Contractor within thirty (30) days of the receipt of a complete and accurate statement. If the invoice remains unpaid 45 days after the issue date of the invoice, the Contractor will assess a 1.5%finance charge. If County disputes all or any portion of a submitted statement, it will raise such dispute within 180 days of receipt of such statement. Failure by County to timely raise a dispute regarding a submitted statement shall constitute a release and waiver by County of any rights in respect of, and shall constitute a bar on, any claims or requests for relief by County on the basis of such statement dispute or claim. The County agrees to pay Contractor at the following transportation rate ("Transportation Rate"), plus applicable fees and taxes: Item Rate (per ton) Receiving &Transport Rate $35.50 Contractor may increase the Transportation Rate in accordance with Annual Rate Adjustment section below. Contractor may also adjust the total Compensation owed hereunder to account for: (a) any change in state or local fees, taxes, or other similar charges applicable to the Services (b) actual cost increases resulting directly from compliance with governmental {00113936.DOCX.}Page 22 of 55 regulations that may become effective during the Term of this Agreement, (c) any Change in Law, as defined above, or (d) other Uncontrollable Circumstances that increase the Contractor's cost of providing the Services. Simultaneous with providing notice of any price increase, Contractor will provide reasonable documentation substantiating the basis for and calculation of the increase. The County shall have the right to terminate this Agreement, upon ninety (90) days' written notice, upon the increase of the Transportation Rate that is in excess of the Annual Rate Adjustment set forth below. 8.2 Annual Rate Adjustment. The Transportation Rate shall be adjusted on July 1, 2024, and annually thereafter, by an amount equal to 100%of the annual percent positive change(from December 31 to December 31) in the Consumer Price Index ("CPI"), All Urban Consumers, West Region All Items, 1982-1984=100 - CUUR0400SA0, as published by the Bureau of Labor Statistics (http://www.bls.gov/cpi/home.htm). Contractor shall notify the County of any rate adjustments hereunder at least THIRTY (30) days in advance, provided however, that Contractor's failure to notify the County of such rate adjustments prior to the annual adjustment date shall not waive Contractors right to adjust rates at any time thereafter. The July 15t rate adjustment would be based on the percent change in CPI for the period ending the preceding December 315t The Contractor may increase or decrease the Transportation Rate in accordance with a fuel adjustment. The transportation rate set forth in this contract will be subject to a fuel adjustment on July 1, 2024, and every six months thereafter. The adjustment will be based on the difference between actual fuel costs incurred compared to the initial base rate of$4.50 per gallon or$6.84 per ton of the Receiving Services and Transport Services fee. The contractor shall provide the County with documentation of actual fuel costs on request. The adjustment will be calculated by using the preceding 12-month average monthly price of fuel less the base rate of $4.50 per gallon. For example, if the monthly average fuel price is $4.75 per gallon the fuel portion of the Receiving Services and Transport Services fee will be increased by 5.56% (12- Month Avg. Pricing— Base Rate)/(Base Rate)). In this scenario, the fuel portion of the Fee would then increase by $0.38 per ton ($6.84 per ton x (1+5.56%)). If the average pricing decreased to an average of$4.00 per gallon the transport Compensation would decrease by ($0.76) per ton ($6.84 per ton x (1-11.1%)). For purposes of this calculation, the actual fuel costs shall mean the net expense incurred by the contractor for fuel, including any incentives or carbon offset rebates received by the contractor for the use of renewable diesel or other alternative fuel. (a) Acceptable Increases. After receiving a request from Contractor to do so (which request shall be substantiated to the County's reasonable satisfaction in accordance with this Section) the County shall increase Compensation by one hundred percent of the {00113936.DOCX.}Page 23 of 55 Contractor's reasonable actual increased costs of performing the Project due to the events described below: (i) Uncontrollable Circumstances. Compensation shall be increased to remedy Uncontrollable Circumstances only to the extent permitted under Article 9. (ii) Change in Certain Laws. Compensation shall be increased to reflect the reasonable actual cost of Contractor's compliance with a Change in Law. (iii) Additional Work. Compensation may be increased for additional work performed in accordance with Article 14. (iv) Transfer Station Location. Compensation shall be increased pursuant to Section 7.7 in the event the Transfer Station is located outside of the area specified in that Section. (v) Operating Cost Adjustments. At any time during the term of this Contract, the Contractor may also petition the County for additional rate and price adjustments at reasonable times on the basis of material or unusual changes in its costs of operations not otherwise the basis of any other rate adjustments herein. Any petition from Contractor made pursuant to this section 8.2(a)(v) would be subject to the parties' mutual agreement and County's approval. (b) General Conditions and Limitations on Compensation Increases. The County shall increase Compensation under Section 8.2(a)(i) and (ii) only for costs incurred that are a reasonable costly means of remedying the effects of an Uncontrollable Circumstance in accordance with Article 9 or for ensuring full compliance with a relevant Change in Law including changes in fees or surcharges and, in accordance with Article 14, for additional work. No Compensation increase shall be allowed for any cost increases that are in any way attributable to conditions, structures, operations, or activities caused by the Contractor or 'its subcontractors, employees, agents, or servants or are otherwise within Contractor's control. The Contractor must fully demonstrate, document, and substantiate the need for the requested Compensation increase to the County's satisfaction and approval as a condition precedent to the Contractor's right to Compensation increase under this Section. The County shall not unreasonably withhold, condition, or delay its consent to any requested rate increase. In the event the County fails or refuses to consent to any such requested rate increase, the Contractor may, in its sole discretion, terminate this Agreement upon one hundred and eighty (180) days' written notice to the County. (c) Cancellation of Compensation Increases. On the County's request, Contractor shall immediately provide the County with all documents, information or other evidence in the Contractor's possession or control that the County requests to determine whether there is a continuing need for Compensation increases which have been provided or approved pursuant to 8.2(a)(i-v). In the event the County determines that a Compensation {00113936.DOCX.}Page 24 of 55 increase under those Sections is no longer necessary, the County may cancel that Compensation increase upon thirty (30) days' written notice to the Contractor. If the Contractor objects to that cancellation within that thirty (30) -day period, the matter shall be resolved by arbitration in accordance with Article 16. Until that resolution, Compensation shall not be reduced; however, the Contractor shall deposit the disputed portion of Compensation into an interest-bearing account acceptable to the County until the matter is resolved and the amount on deposit is awarded or allocated to the parties. The Contractor shall at. all times keep. the County informed as to whether any Compensation increase remains necessary. 8.3 Compensation Decreases. At any time during the term of this Contract, the County may review any previous requests made by the Contractor under 8.2.a.(v) Operating Cost Adjustments, for the purposes of determining if such requests based on material or unusual changes continue to warrant a previously approved rate adjustment. Any compensation decreases requested by the County as a result must be mutually agreed upon by the Contractor. In the event the Contractor does not consent to any such requested rate decrease, the County may, in its sole discretion, terminate this Agreement upon one hundred and eighty (180) days' written notice to the Contractor. 8.4 Other Compensation Adjustments or Charges. (a) Alternate Facilities. If the County chooses to require that waste transported on behalf of Mason County be disposed of at a Washington or Oregon Disposal Site, the County shall adjust Compensation to reflect reasonable adjustments in the Contractor's costs of Transportation to the Washington or Oregon Disposal Site in accordance with the rates set forth in Exhibit D attached hereto. (b) Liens. The County may deduct from Compensation due the Contractor under Article 8 of this Contract the amount necessary to pay any lien filed against any one or more of the Facilities (including any real or personal property) required to fully perform the Contract including without limitation anyfederal orstatetaxlien,creditor's lien,mechanicsor materialmen's lien, and the county may pay any such lien, to the extent such lien was filed as a result Contractor's nonpayment to any of its subcontractors. (c) Unacceptable Waste. The County shall reimburse the Contractor in accordance with Section 10.4forthecost of testing, inspecting, handling and/or disposing of Unacceptable Waste. (d) Mutually Agreed Adjustments. Nothing in this Section prohibits nor shall it be construed to prohibit the adjustment of Compensation or any other payment or fee at any time by mutual consent of the Parties, to reflect changes in load weights, equipment, routes or for any other reason mutually agreed upon. (e) Additional Work. Compensation may, subject to the County's prior written approval, be increased for additional work or services performed in accordance with Article 14 {00113936.DOCX.}Page 25 of 55 of the Contract by an amount equal to the Contractor's actual reasonable cost of performing that work or services plus ten percent (10%) of those costs. 8.5 Payment. (a) Disoutes. All unresolved disputes concerning the calculation of or adjustment in accordance with this Article 8 shall be resolved by arbitration in accordance with Article 16. However, the undisputed portion of the adjustment shall be made effective promptly; further adjustment shall be made effective on the resolution of the dispute under Article 16. In addition to any portion of the disputed adjustment ultimately awarded, the arbitrator(s) may also award to the Contractor interest on the disputed amount from the date Compensation component or payment adjustment was effective. The interest rate shall be determined by the arbitrator(s) and interest award paid within a period determined by the arbitrator(s), but in no event later than twelve (12) months from the effective date of the payment adjustment. The interest award may be made by means of a further increase or decrease in the payment made to the Contractor. ARTICLE 9 Allocation of Risk: Uncontrollable Circumstances 9.1 Contractor Reliance. The Contractor warrants that prior to entering this Contract, it has examined carefully and acquainted itself with the Contract, the Project, the Transfer Station and transportation routes, the difficulties that may be encountering in performing the Project, including without limitation, local periodic frost flooding and other weather conditions, all Applicable Laws and any and all other matters necessary to the performance of this Contract. 9.2 County Disclaimer. The County does not warrant or admit the correctness of any investigation, interpretation, deduction, or conclusion by the Contractor relative to the solid waste transportation services issued in connection with this Contract or to the condition or conditions of the Transfer Station. The Contractor has made and shall make its own deductions and conclusions as to any and all problems that may arise from site conditions. 9.3 Uncontrollable Circumstances (a) Uncontrollable Circumstances Limited. The Contractor's obligations to provide Transport services under this Contract and the County's obligation to pay Compensations under the Contract are subject to Uncontrollable Circumstances that may necessarily and unavoidably prevent or substantially increase the cost of Contractor's performance of the Project or County's performance of its obligations hereunder. No other events shall excuse nonperformance of the obligations of the parties. {00113936.DOCX.}Page 26 of 55 (b) Notification; Reconstruction; Compensation Increases. As soon as possible after the occurrence of an Uncontrollable Circumstance, but in no event later than forty-eight (48) hours following the time the knowledgeable party becomes aware of the Uncontrollable Circumstance, such party shall notify the other of the event. If the occurrence of the Uncontrollable Circumstance damages, destroys or otherwise incapacitates any of the Equipment or otherwise prevents the Contractor from performing the services, the Contractor shall, at the earliest practicable time, activate the alternate transportation plan prepared in accordance with the Contract. (c) Obligation to Provide Alternate Facilities. If the Contractor on the occurrence of an Uncontrollable Circumstance, cannot or fails to provide services under this Contract, the Contractor shall make available to the County alternate transportation to a disposal site in accordance with the approved alternative facilities contained in Exhibit D. The County shall compensation Contractor as outlined in Exhibit D.. The Contractor shall not receive a Compensation increase or any other additional Compensation for the use of alternative transportation unless that use is necessitated by the occurrence of an Uncontrolled Circumstance or is otherwise permitted pursuant other provisions of this Contract. (d) Disputes. Unresolved disputes concerning the of the cost of remedying the effects of an Uncontrollable Circumstance shall be resolved by arbitration in accordance with Article 16. ARTICLE 10 Ownership; Inspection of Waste; Unacceptable Waste 10.1 Ownership. Subject to the limitations and conditions of this Article, title to Solid Waste that is loaded into a Trailer shall pass to the Contractor in accordance with the Specifications at the Transfer Station as soon as the Contractor accepts that Solid Waste but in no event later than the moment the Trailer is removed from the boundaries of the Transfer Station. The Contractor shall have the right to recycle or reuse any waste to which it receives title under this Contract and to retain any payments it receives for the sale of recycled or reused materials. Title to Unacceptable Waste shall at all times remain with the generator thereof, in accordance with Section 7.8 above. 10.2 Transfer Station Inspection Program. The County shall establish and maintain a program of operating and monitoring procedures for the Transfer Station reasonably calculated to prevent the loading of Unacceptable Waste into Trailers. Transfer Station operators shall be instructed and trained to implement the program. 10.3 Waste Inspection at Disposal Site; Handliniz of suspected Unacceptable Waste. (a) In that event any Unacceptable Waste is inadvertently accepted by Contractor, Contractor shall take immediate action to minimize any environmental damage that may be caused by the transport or delivery of Unacceptable Waste from the Transfer Station to {00113936.DOCX.}Page 27 of 55 the Disposal Site. Contractor shall be reimbursed by the County for handling and disposing of Unacceptable Waste in accordance with Section 10.4(b). (b) The Contractor shall take all reasonable steps to oversee and arrange for the proper disposal of Unacceptable Waste in accordance with law and assist Ecology (or equivalent agency) and the County in determining the source of the Unacceptable Waste delivered by the Contractor to the disposal site. (c) The Contractor may inspect the contents of all Trailers. The County may be present to observe any inspection conducted under this Article and may at its sole discretion and cost inspect any waste delivered to the Disposal Site under this Contract. If the Contractor discovers Unacceptable Waste or waste that the Contractor suspects is Unacceptable Waste in a Trailer, the Contractor shall: (i) orally notify the County of the discovery of the suspected or actual Unacceptable Waste within one (1) hour of that discovery unless that discovery occurs after 4 p.m. in which event notification shall be given to the County the next business day. (ii) gather, preserve, maintain, and make available to the County all evidence demonstrating that the Unacceptable Waste was placed into the Contractor's Equipment pursuant to this Contract including without limitation the transportation route and schedule of the transportation of the Trailer to the Disposal Site, the time the Trailer was delivered to the Disposal Site, any photographs of the Unacceptable Waste or Trailer or otherwise that might establish that the waste is Unacceptable Waste and/or was delivered pursuant to this Contract, samples of Acceptable Waste from• the Trailer that may demonstrate that the Trailer was delivered to the Disposal site under this Contract and/or may demonstrate the origin of the Unacceptable Waste, laboratory results (if any), any statements or documentation provided by federal, state or local authorities regarding the character of the waste and any other material or documentation the County reasonably believes is relevant thereto; (iii) test or arrange to have tested at the Contractor's own expense the waste to ascertain whether that waste is Unacceptable Waste; (iv) permit the County to inspect that Unacceptable Waste with in seventy-two (72) hours of notice by the Contractor to the County of the existence of that Unacceptable Waste, test the Unacceptable Waste within a reasonable period of time and examine all other evidence gathered by the Contractor under Section 10.3 (b), above, at any time after the discovery of that Unacceptable Waste; for purposes of any inspection conducted pursuant to this section, the County shall have unrestricted access to the Trailer and/or any other Equipment in which the Unacceptable Waste was loaded and/or transported; and (v) arrange for proper disposal of the Unacceptable Waste and seek reimbursement from the County for the actual reasonable cost of that disposal in accordance with Section 10.4. 100113936.1DOCKIPage 28 of 55 10.4 Liability for Testing, Inspecting, Handling and/or Disposing of Unacceptable Waste. (a) Absence of Unacceptable Waste. If, after inspecting and/or testing the waste the County discovers no Unacceptable Waste or discovers that the Unacceptable Waste was not transported by Contractor under this Contract, the Contractor shall arrange for disposal of that waste at no additional cost to the County.. (b) Procedures After Unacceptable Waste Discovered. If Unacceptable Waste is discovered at the Disposal Site, and there is proof satisfactory to the County(acting reasonably) that the Unacceptable Waste was delivered to the Disposal Site under this Contract, and the Contractor complies with all the requirements of this Article, the County shall pay or reimburse the Contractor for the actual reasonable cost of the inspection, testing, identification, handling and disposal of that Unacceptable Waste, subject to the limitations and conditions of this Article. Payment or reimbursement by the County will only be made if the Contractor: (i) complies with the requirements of this Article including but not limited to subsections 10.3 (a) through (c), above; (ii) assists the County to the extent possible in ascertaining the Person previously owning or responsible for the delivery of the Unacceptable Waste to the Transfer Station; and (iii) documents its actual costs, the reasonableness of those costs of inspecting, testing, identifying, handling and/or disposing of the Unacceptable Waste in compliance with Applicable Law. (c) Payments to Contractor. Any payments or reimbursement made by the County to the Contractor under this Section shall be paid in four (4) consecutive quarterly installments or a single lump sum payment at the County's sole discretion. The first installment or the lump sum payment shall be paid on the fifteenth (15t") day of January, April, July or October, whichever date first occurs thirty (30) days after the Unacceptable Waste was discovered at the Disposal Site pursuant to this Article. The County shall also pay the Contractor interest accruing on any payment due under this Article from the date the costs are incurred to handle and Dispose of the Unacceptable Waste to the date payment for that handling and Disposal is made. Any unresolved disputes arising under this Article relating to the Contractor's actual reasonable costs shall be resolved by arbitration in accordance with Article 16. 10.5 Notice of Change in Law--Unacceptable Waste. In the event Contractor disposes of waste under this Contract at a Disposal Site located outside of the State of Washington, Contractor shall provide the County with notice of any change in the law of such state which regulates the type of materials which may lawfully be transported to, and/or disposed of at the Disposed Site, within 48 hours of receipt by Contractor of knowledge of such change. {00113936.DOCX.)Page 29 of 55 ARTICLE 11 Indemnification 11.1 Indemnity. To the fullest extent permitted by law, the Contractor agrees to indemnify, defend and hold the County and its departments, elected and appointed officials, employees, agents and volunteers, harmless from and against any and all claims, damages, losses and expenses, including but not limited to court costs, reasonable attorney's fees and alternative dispute resolution costs, for any personal injury, for any bodily injury, sickness, disease or death and for any damage to or destruction of any property (including the loss of use resulting there from) to the extent which: (a) are caused in whole or in part by any negligent act or omission or willful misconduct, of the Contractor, its employees, agents or volunteers or Contractor's subcontractors and their employees, agents, or volunteer s; or (b) resulting from, or in connection with Contractor's breach of this Agreement; or (b) are based upon the Contractor's or its subcontractors' violation of law. This indemnification obligation of the Contractor shall not apply in the limited circumstance where the claim, damage, loss, or expense is caused by the sole negligence of the County. This indemnification obligation of the Contractor shall not be limited in any way by the Washington State Industrial Insurance Act, RCW Title 51, or by application of any other Workmen's Compensation act, disability benefit act or other employee benefit act, and the Contractor hereby expressly waives any immunity afforded by such acts.The foregoing indemnification obligations of the Contractor are a material inducement to County to enter into this Agreement, are reflected in the Contractor's Compensation, and have been mutually negotiated by the parties. Should a court of competent jurisdiction determine that this Agreement is subject to RCW 4.24.115, then, in the event of liability for damages arising out of bodily injury to Persons or damages to propertycaused by or resulting from the concurrent negligence of Contractor and the County, its members, Contractor's negligence. 11.2 Participation by County- No Waiver. The County reserves the right, but not the obligation, to participate in the defense of any claim, damages, losses or expenses and such participation shall not constitute a waiver of Contractor's indemnity obligations under this Agreement. 11.3 Survival of Contractor's Indemnity Obligations. The Contractor agrees all Contractor's indemnity obligations shall survive the completion, expiration or termination of this Agreement. {00113936.DOCX.}Page 30 of 55 11.4 Indemnity by Subcontractors. In the event the Contractor enters into subcontracts to the extent allowed under this Agreement, the Contractor's subcontractors shall indemnify the County on a basis equal to or exceeding Contractor's indemnity obligations to the County. ARTICLE 12 Contractor and County Liability Insurance 12.1 Insurance. For the duration of this Agreement the Contractor shall maintain in effect all insurance as required herein and comply with all limits, terms and conditions stated therein. Work under this Agreement shall not commence until evidence of all required insurance and bonding is provided to the County. Evidence of such insurance shall consist of a completed copy of the Certificate of Insurance signed by the insurance agent for the Contractor and returned to the Mason County Deputy Director of Utilities/Waste Management. If for any reason, any material change in the coverage occurs during the course of this Agreement; such change will not become effective until 30 days after Mason County receives written notice of such material change. The policy shall be endorsed, and the certificate shall reflect that Mason County is an additional insured on the Contractor's general liability policy with respect to liability arising out of work or operations performed by or on behalf of the Contractor pursuant to this Agreement, including materials, parts or equipment furnished in connection with such work or operations and automobiles owned, leased, hired, or borrowed by or on behalf of the Contractor under this Agreement. The policy shall provide, and the certificate reflect that the insurance afforded applies separately to each insured against whom a claim is made, or suit is brought except with respect to limits of the company's liability. 12.2 Minimum Insurance Requirements. (a) Commercial General Liability Insurance using Insurance Services Office "Commercial General Liability" policy form CG 00 01, with an edition date prior to 2004, or the exact equivalent. Coverage for an additional insured shall not be limited to its vicarious liability. Defense costs must be paid in addition to limits. Limits shall be no less than five million dollars ($5,000,000) per occurrence for all covered losses and no less than ten million dollars ($10,000,000) general aggregate, for bodily injury, personal injury, and property damage, including without limitation, blanket contractual liability. (b) Workers' Compensation on a state-approved policy form providing statutory benefits as required by law with employer's liability limits for the Contractors, with two (2) or more employees and/or volunteers, no less than $1,000,000 per accident for all covered losses. (c) Business Auto Coverage on ISO Business Auto Coverage form CA 00 01 including owned, non-owned and hired autos, or the exact equivalent. Limits shall be no less than five million dollars ($5,000,000) per accident, combined single limit. If Contractor owns no {00113936.DOCX.}Page 31 of 55 vehicles, this requirement may be satisfied by a non-owned auto endorsement to the general liability policy described above. If Contractor or the Contractor's employees will use personal autos in any way on this project, Contractor shall obtain evidence of personal auto liability coverage for each such Person. (d) Umbrella or excess liability policies shall provide coverage at least as broad as specified for underlying coverages and covering those insured in the underlying policies. Coverage shall be "pay on behalf', with defense costs payable in addition to policy limits. There shall be no cross-liability exclusion of claims or suits by one insured against another. The above coverage may be met through a combination of general liability and excess liability policies. 12.3Certificate of Insurance. A Certificate of Insurance naming County as the Certificate Holder must be provided to County within five (5) days of Contract execution. 12.4 Basic Stipulations. (a) Contractor may self-insure if the following conditions are met: (i) Contractor has a formal self-insurance program in place prior to execution of this Agreement. If a corporation, Contractor must have a formal resolution of its board of directors authorizing self-insurance. (ii) Contractor agrees to protect the County, its boards, officers, agents and employees at the same level as would be provided by full insurance with respect to types of coverage and minimum limits of liability required by this Agreement; (iii) Contractor agrees to defend the County, its boards, officers, agents and employees in any lawsuit that would otherwise be defended by an insurance carrier; (iv) Contractor agrees that any insurance carried by the County is excess of Contractor's self-insurance and will not contribute to it. (v) Contractor provides the name and address of its claims administrator; (vi) Contractor submits its most recently filed its 10-K or audited annual financial statements for the three most recent fiscal years; (vii) Contractor agrees to inform the County in writing immediately of any change in its status or policy which would materially affect the protection afforded the County by this self-insurance (b) Contractor agrees to endorse third party liability coverage required herein to include as additional insureds County, its officials, officers, employees, volunteers, and agents, {00113936.DOCX.}Page 32 of 55 using ISO endorsement CG 20 10 with an edition date prior to 2004. Contractor also agrees to require all Contractors, subcontractors, and anyone else involved in this Contractor on behalf of the Contractor (hereinafter "Indemnifying Parties") to comply with these provisions. (c) Contractor agrees to waive rights of recovery against County regardless of the applicability of any insurance proceeds, and to require all Indemnifying Parties to do likewise. (d) All insurance coverage maintained or procured by Contractor or required of others by Contractor pursuant to this Contract shall be endorsed to delete the subrogation condition as to County or must specifically allow the named insured to waive subrogation prior to a loss. (e) All coverage types and limits required are subject to approval, modification, and additional requirements by County. Contractor shall not make any reductions in scope or limits of coverage that may affect County's protection without County's prior written consent. (f) Contractor agrees to provide evidence of the insurance required herein, satisfactory to County, consisting of: (i) certificate(s) of insurance evidencing all of the coverages required and, (ii) an additional insured endorsement to Contractor's general liability policy using appropriate ACORD form. Any actual or alleged failure on the part of County or any other additional insured under these requirements to obtain proof of insurance required under this Contract in no way waives any right or remedy of County or any additional insured, in this or in any other regard. It is acknowledged by the parties of this Contract that all insurance coverage required to be provided by Contract or indemnifying party, is intended to apply first and on a primary non- contributing basis inrelation to any other insurance or self-insurance available to County. (g) Contractor will renew the required coverage annually as long as County, or its employees or agents face an exposure from operations of any type pursuant to this Contract. This obligation applies whether the Contract is canceled or terminated for any reason. Termination of this obligation is not effective until County executes a written statement to that effect. (h) The limits of insurance as described above shall be considered as minimum requirements. Should any carried by Contractor, or a subcontractor of any tier maintain insurance with limits of liability that exceed the required limits or coverage that is broader than as outlined above, those higher limits and broader coverage shall be deemed to apply for the benefit of any Person or organization included as an additional insured and those limits shall become the required minimum limits of insurance in all Paragraphs and Sections of this Contract. {00113936.DOCX.}Page 33 of 55 (i) None of the policies required herein shall be in compliance with these requirements if they include any limiting endorsement that has not been first submitted to County and approved of in writing. (j) The requirements in this Article supersede all other Sections and provisions of this Contract to the extent that any other Section or provision conflicts with or impairs the provisions of this Article. (k) Unless otherwise approved by County, insurance provided pursuant to these requirements shall be by insurers authorized to do business in Washington and with a minimum A.M. Best rating of A-: VII. (1) All insurance coverage and limits provided by Contractor and available or applicable to this agreement are intended to apply to the full extent of the policies. Nothing contained in this Contract limits the application of such insurance coverage. (m) Contractor agrees to require insurers to provide thirty (30) days' notice to County prior to cancellation of such liability coverage in accordance with the notice provisions of the applicable policies. Contractor shall assure that this provision also applies to any subcontractors,joint ventures or any other party engaged by or on behalf of Contractor in relation to this Agreement. Certificate(s) are to reflect that the issuer will provide notice to County of any cancellation of coverage in accordance with the notice provisions of the applicable policies. (n) Requirements of specific coverage features are not intended as limitation on other requirements or as waiver of any coverage normally provided by any given policy. Specific reference to a coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all-inclusive. (o) Contractor agrees to provide immediate notice to County of any claim or loss against Contractor arising out of the work performed under this agreement. County assumes no obligation or liability by such notice but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve County. (p) Throughout the Term of this Agreement, the County shall maintain, at its expense, property insurance which fully insures and protects against loss resulting from damage to the Transfer Station building caused by fire or other casualty. All such insurance policies shall be issued by an insurance company authorized to do business in the State of Washington. 100113936.DOCKIPage 34 of 55 ARTICLE 13 Coordination Meetings 13.1 Initial Coordination Meeting. Prior to the commencement of services under this Contract, the Contractor, County, principal subcontractors, and others requested by either party shall meet in Shelton, Washington to discuss scheduling, processes, materials, change orders, personnel and any other matters the parties deem appropriate. 13.2 Periodic Coordination Meetings and Reports. The County and the Contractor shall hold periodic coordination meetings in Shelton, Washington but no lessthan one every six (6) months to review the progress ofthework and to discuss operations, problems and/or complaints made by third parties. Any cost incurred by any Person to attend a coordination meeting shall be borne by that Person. Either the County or the Contractor may organize, call, and notify the other party of that meeting. If requested, the Contractor shall submit a reporttothe County no later than ten(10)calendar days before that meeting regarding operations, problems, complaints, or any other matter relating to or arising under the Contract. ARTICLE 14 Additional or Deleted Work 14.1 Payment or Credit for Addition Services. All requests for payment for services or work under this Contract in addition to the services of work described in the Contract shall be made only under the conditions and procedures of this Article. For purposes of this Article, the term "Additional Work" means work that is in addition to the Project or other work required to be performed under the Contract or any amendments thereof but does not include any work required to comply with any Changes in Law, statutes, rules, regulations, ordinances, permit(s), permit conditions or regulatory provisions. Nothing in this Article is intended to negate or lessen any other precondition or procedure for payment or reimbursement provided in this Contract. 14.2 Additional Work. (a) The County shall submit to the Contractor a written request to perform any work or services additional to those performed under this Contract. Within thirty (30) days of that request, the Contractor shall submit to the County an itemized proposal stating the Contractor's actual costs for performing the additional work or services, a schedule, and the impact the performance of that additional work or services will have on the Contractor's performance under this Contract. (b) If the County approves the Contractor's written request for additional work or services and proposal,the County shall notifythe Contractor inwriting and order the Contractor to proceed. Unless the Contractor performed to remedy what a reasonable Person would recognize asan emergency, the Contractor shall not be entitled to Compensation increases for the additional work or services performed unless the County orders the Contractor to perform the work or services in accordance with this Article. {00113936.DOCX.}Page 35 of 55 (c) Unresolved disputes concern ingthecalculationof, or adjustments to Compensations under this Section shall beresolved byarbitration in accordance with Article 16. ARTICLE 15 Defaults in Performance of the Contract/Termination of Contract 15.1 Contractor Default. There shall be four classes of defaults by the Contractor in its performance under this Contract. (a) Class A default is: (1) Without the consent of the Contractor, the entrance of a decree or order under Title 11 of the United States Code, or any other applicable bankruptcy, insolvency, reorganization, or similar law, or appointing a receiver, liquidator, trustee, or similar official of contractor or any substantial part of its properties, and such decree or order shall remain in effect (and not be stayed) for sixty (60) consecutive days; or (2) The filing by Contractor or of a petition, answer or consent seeking relief under Title 11 of the United States Code, or any other similar applicable bankruptcy, insolvency, reorganization, or other similar law, or consent to the institution of proceedings thereunder or the filing of that petition or to the appointment of a receiver, liquidator, trustee, or other similar official of the Contractor or of any substantial part of the properties of the Contractor, or the making of a general assignment for the benefit of a creditors; or (3) failure to perform the basic Solid Waste Transport services required under this contract, and it appears to the County's Representative, in that Representative's reasonable judgment, that the Contractor has abandoned the Project. (4) Failure to provide, replace and/or maintain the contract performance bond, letter of credit or other performance guarantee required by Section 6.4. (b) Class B default includes, on the commencement of services under this Contract, the Contractor's: (1) The Contractor's failure to commence the Solid Waste Transport services hereunder in compliance with Applicable Law and in substantial and material compliance with the Specifications, on the date designated by the County. {00113936.DOCX.}Page 36 of 55 (2) failure to substantially perform the basic Transport and/or Disposal services under this Contract on three (3) or more occasions of three (3) days duration in any given year; or (3) direct or indirect change of control or transfer of controlling interest in the beneficial ownership of the Contractor other than as expressly permitted under in Section 16.3; (4) contamination of the environment in violation of any Applicable Law as a result of its negligent operations under this Contract. (c) Class C default includes the Contractor's failure to procure and maintain insurance under Article 12. (d) Class D default includes any other failure by the Contractor to perform its obligations pursuant to the material terms of this Contract. Notwithstanding any in this Section to contrary, a delay or interruption in the performance of all or any part of the contract resulting from Uncontrollable Circumstances shall not be deemed a default under this Section. 15.2 Consequences of Contractor Defaults. (a) Class A Default. In the event of a Class A default, the Contractor or surety shall be permitted to remedy the default within thirty (30) days from notice by the County. If the Class A default is not remedied within thirty (30) days of that notice, the County may, at its sole option: (1) be released from its obligations under this Contract and use any other method or Person to transport waste and may sue for actual damages; (2) seek a judicial remedy of specific performance; or (3) purse any combination of the foregoing or any other remedy provided under this Contract including but not limited to recovering actual damages caused by Contractor's Class A breach. (b) Class B Default. In the event of a Class B default, the Contractor or Surety shall be permitted to remedy the default within ten (10) days from notice by the County and shall pay to the County the County's actual damages and costs for providing alternative Transportation of Acceptable Waste or otherwise operating after the change in ownership under Section 17.3. If the Class B default is not remedied within ten (10) days, the County may at its sole discretion: {00113936.DOCX.}Page 37 of 55 (1) be released from its obligations under this Contract and use any other method or Person to Transport Acceptable Waste and may collect from the Contractor liquidated damages as set forth in Section 15.2(b)(4) below; (2) seek judicial remedy of specific performance; (3) after the expiration of the ten (10)-day notice period, charge the Contractor an amount equal to actual tons of Acceptable Waste disposed by the County each day through any other mean multiplied by forty percent (40%) of Compensations then in effect under Article 8 per day for each day the Contractor fails to perform services due to the defaults set forth in Section 15.1 (b), (1), (2), or (4) (4) pursue any combination of the foregoing or any other remedy provided under this Contract. (c) Class C Default. In the event of a Class C default, the Contractor or the Surety shall be permitted to remedy the default if not cured by Contractor within fifteen (15) days from notice by the County, and Contractor shall pay to the County liquidated damages for failure to procure and/or maintain insurance in the types and amounts required by Article 12, a per day fee equal to twice the annual cost of obtaining that insurance on the day of the default divided by 365 (i.e., twice the daily cost of the insurance). The payment of liquidated damages for the failure to procure and/or maintain insurance under Section 15.2 (c) (1) shall be paid notwithstanding Contractor's reimbursement under Article 8 to the County of any cost incurred by the County to obtain or maintain insurance coverage. If a Class C default is not remedied within fifteen (15) days, the County may at its sole option exercise any of the remedies set forth for remedy of a Class B default under this Section. (d) Class D Default. In the event of a Class D default, other than a delay in the Project, the Contractor or Surety shall be permitted to remedy the default if not cured by Contractor within fifteen (15) days from written notice by the County. If the default is not remedied within that fifteen (15) days, Contractor shall thereafter pay to the County the greater of liquidated damages in the amount of$5,000 per day until the date the default is remedied or the County's actual damages. If a Class D default occurs on a chronic basis, is material to the provision of services under the Contract and is not remedied, the County may at its sole option terminate the Contract. 15.3 Termination. In addition to liquidated damages specific performance and any other remedies provided above, the County shall have the right to terminate this Contract: (a) immediately on the occurrence of an event of default described in Section 15.1 (a) or 15.1 (b), or 100113936.1DOCKIPage 38 of 55 (b) on the occurrence of any event of default described in Section 15.1 (c) or 15.1 (d), if that event of default shall occur and be continuing for ninety (90) days beyond the date the Contractor receives the default notice, occurs on a chronic basis, and is material to Contractor's provision of services under the Contract. Any unresolved dispute concerning whether an event of default is material for purposes of terminating the Contract shall be resolved in accordance with Article 16. In the event the County terminates the Contract, the Contractor shall be entitled to payment of any Compensation due prior to the effective date of the County's notice of termination of this Contract, but only to the extent the amount of such Compensation exceeds undisputed amounts owed to the County. The County shall retain the right to pursue any cause of action or assert any claim or remedy it may have against Contractor despite its termination of the Contract, or (d) with or without cause terminate this Agreement by giving written notice of their intention to terminate to the other party by certified mail and return receipt requested. Such termination shall, thereafter, be effective 365 days following the date of written notice, during which period of time the terms and conditions of the Agreement shall remain in full force and effect. (e) in the event the County fails to receive the necessary appropriation of funds in connection with the Agreement, then by providing 120 days written notice to Contractor 15.4 Default Procedure. (a) Notice. To initiate default proceedings under this Article, the County's Representative shall give the Contractor and its Surety written notice of the default specifying with particularity theeventofdefaultthathasoccurred and specifying the county's intention to declare the contractor in default. Unless the Contractor promptly cures such default or otherwise shows cause to the County's satisfaction why it should not be declared in default under the Contract, the County shall declare the Contractor in default and shall beentitled to theremediessetforth in Section 15.2 above. (b) No Adjustment for County Savings. If the County secures performance of the services described in this Contract at a cost less than Compensations established in accordance with Article 8, asadjusted in accordance with this Contract,the County shall retain that difference. (c) Procedure for Collection of Liauidated Damages, The County may draw upon the letter of credit provided by the Contractor if the County determines that a default has {00113936.DOCX.}Page 39 of 55 occurred, and that the County has or will incur costs as a result. The County may draw amounts equal to actual costs or liquidated damages, as applicable. In the event of a court or arbitrator's determination that all or part of any draw was not justified, the County shall repay theamount overdrawn to the Contractor together with interest at the rate of the Contractor's actual interest costs incurred in connection with the draw or portion thereof. (d) Offset of Compensations. Any amount due to the Contractor under this Contract at the time of default shall be reduced by any undisputed amount duetheCounty under this Contract. 15.5 County Default. For purposes of this Contract, a County event of default shall constitute the repeated or persistent failure or refusal by the County to fulfill any of its obligations under this Contract (unless that failure or refusal results from an Uncontrollable Circumstance). To initiate default proceedings under this Article, the Contractor's Representative shall give the County written notice of that default specifying with particularity the event of default that has occurred and specifying the Contractor's intention to declare the County in default. If within ninety (90) days of notice by the Contractor, except as provided in subsection (d) below, the County has failed to cure the default or threatened default will be promptly cured, the Contractor shall have the right to any or all of the following remedies to the extent provided by law: (a) Specific Performance. For each and every default, the Contractor shall be entitled to a judicial remedy of specific performance or mandamus requiring the County to specifically perform the County's responsibilities as provided in Article 7; it being agreed that in the case of a default by the County, Contractor's remedies at law will be inadequate. (b) Injunctive Relief. (1) For each and every default, the Contractor shall be entitled to the remedy of a permanent or temporary injunction, either in mandatory or prohibitory form, it being agreed that in the case of default, the Contractor's remedy at law is inadequate. (2) If the governing body of the County places as an agenda item before its deliberative body, any proposed ordinance, rule or other regulation that threatens, on its effective date, to precipitate a default of the County's responsibilities under Article 7, the Contractor may seek an injunction from a court of competent jurisdiction enjoining the County's deliberative bodyfrom enacting that ordinance, rule or regulation, if Contractor can show that Contractor will be irreparably damaged as a result of the enactment of that proposed ordinance, rule, or regulation. (c) Damages. For each and every County default, the Contractor may chargethe County the Contractor's actual reasonable costs incurred asa result of that default, but in no event greater than $5,000 per day. {00113936.DOCX.}Page 40 of 55 (d) Termination or Suspension of Contractor's Performance of the Contract. For any County default that within 120 days of the County's receipt of the notice required under this Section is not remedied and for which the County does not give the Contractor reasonable assurance that it will be remedied, and which occurs on a chronic basis and is material to the County's operations under the Contract, Contractor shall be entitled to terminate the Contract. (e) Limitation of Liability of the County. The obligations of the County under this Contract are limited obligations payable solely from such amounts as may lawfully be paid by the County for services of the type required to be rendered by the Contractor under this Contract. The obligations of the County hereunder shall not be payable from the general funds of the County and incurrence or non-performance of such obligations of the shall not constitute or create a legal or equitable pledge of, or lien or encumbrance upon or claim against, any of the assets or property of the County or upon any of its income, receipts or revenues other than upon its income receipts and revenues derived from its regulation and operation of a system for the handling of solid waste within its boundaries. The execution and delivery of this Contract by the County shall not impose any personal liability on the members, officers, employees or agents of the County. No recourse shall be had by the Contractor for any claims based on this Contract in his or her individual capacity, all such liability, if any being expressly waived by the Contractor by the execution of this Contract. 15.6 Contractor's Bankruptcy/Receivership. If during the term of this Contract the Contractor becomes insolvent, is dissolved, files a petition under any bankruptcy statute, isthe debtor in any involuntary bankruptcy casethat is notdismissed within sixty(60)days after the petition commencing that case is filed, makes a general assignment for the benefit of creditors, or if a receiver is appointed for the benefit of its creditors or on account of its insolvency, that event could impair or frustrate the Contractor's performance of this contract. Therefore, it is agreed that on the occurrence of any one or more of those events, the County shall be entitled to obtain from Contractor or its successor-in-interest, adequate assurance of future performance in accordance with the terms and conditions of this Contract. Failure of Contractor and Surety to comply with that request within ten (10) calendar days of service on both Contractor and surety of a written requestfrom the County for that assurance shall entitle the county to terminate or suspend Contractor's performance of the Contract. The County shall not be bound to the Contract by any trustee or receiver appointed to take' possession of any of the Equipment or the contractor's business. 15.7 No Waiver by County. Nothing in this Article, and no actions taken pursuanttothis Article shall constitute awaiver or surrender of any rights, remedies, claims or causes of action the County may have against Contractor or its surety under any other provision of this Contract or any provision of law. {00113936.DOCX.}Page 41 of 55 ARTICLE 16 Dispute Resolution 16.1 Good Faith Negotiation: Arbitration. (a) The parties shall attempt to resolve any and all disputes to the mutual satisfaction of both parties by good faith negotiations. (b) Whenever a party desires to initiate the dispute resolution process set forth in this Article, it shall do so by delivering a dispute notice to the other party. Upon delivery of any dispute notice, the Representative of the recipient thereof shall deliver to the party giving that dispute notice a signed and dated receipt therefor; which receipt shall serve as conclusive evidence of the date upon which such dispute notice was delivered, notwithstanding the provisions of Section 2.12. Within five (5) days after the delivery of a dispute notice, the parties shall meet for the purpose of negotiating a resolution of the dispute. (c) Subject to the conditions and limitations of this Article, controversies or claims arising out of or relating to Compensation,payments totheContractor orother calculations under Articles 6, 7, 8 and 15 of this Contract and any other unresolved disputes designated for arbitration in the contract shall be exclusively settled byarbitration inaccordance with this Article. All other controversies and claims shall be decided exclusively by the superior Court of the State of Washington in Mason County, Washington, unless otherwise agreed to by the parties. 16.2 Initiation of Arbitration. If any dispute related to the calculation of Compensation or any payment to the Contractor or any other fee or cost required under this Contract is not resolved by negotiations of the parties within twenty (20) days after the date wither party delivers to the other a notice of dispute, either party shall have the option to submit that dispute for resolution pursuant to arbitration as provided in this Article by delivering a request for final and binding arbitration to the other party (an "Arbitration Request"). 16.3 Selection and Qualification of Arbitrators. (a) Designation. Judicial Arbitration and Mediation Services of Seattle, Washington (JAMS) shall generate and deliver to the parties a list of five potential arbitrators. Each party shall strike one name from the list and return the list to JAMS, which shall appointthe arbitrator from amongthe remaining names. (b) Qualifications. The arbitrator shall be anattorney licensed to practice law in the State of Washington who has served as a full-time judge of the superior or appellate courts of the State of Washington. He/she shall be selected from an appropriate panel of experienced arbitrators as established by JAMS. {00113936.DOCX.}Page 42 of 55 (c) Replacement. If the arbitrator declines to act, dies or is otherwise unable to participate, JAMS shall designate a new arbitrator. If the impartial arbitrator declines, dies or is otherwise unable to act, a new arbitrator shall be chosen pursuant to subparagraph (a). 16.4 Powers of Arbitrator. The arbitrator shall have full power to make such regulations and to give such orders and directions as he/she shall deem expedient with regard to the matters submitted to the arbitrator for resolution, as well as in respect to the mode and times of executing and performing any of the acts, deeds, matters and things which may be awarded or directed to be done. Without limiting the generality of the foregoing, the arbitrator shall proceed with the following enumerated powers: (a) Nonappearance. The arbitration may proceed in the absence of any party or representative who, after due notice, fails to appear or fails to obtain a continuance. However, an award shall not be made solely on the default of a party, and the arbitrator shall require the appearing party who is present to submit such evidence as necessary for the making of an award. (b) Pre-Hearing Matters. The arbitrator may conduct such pre-hearing conferences as are necessary in his/her discretion to expedite and resolve the dispute. There shall be no discovery or dispositive motion practice except as may be permitted by the arbitrator; provided, however, that any such discovery or dispositive motion practice shall not conflict with or extend the time limits specified herein. If the arbitrator decides, in his or her sole discretion, that independent experts should be retained to determine particular issues, the arbitrator may retain such experts at the parties' expense and may award such expenses as part of the award in favor of the prevailing party. 16.5 Conduct of Proceedings. (a) Rules. The arbitrator shall not be bound by any rules of civil procedure or evidence, but rather shall conduct the hearing and other proceedings in a fair and equitable manner. (b) Hearing Date and Duration. The arbitration hearing shall commence not later than 30 calendar days after the appointment of the arbitrator. (c) Evidence. The arbitrator may require the parties to submit certain evidence by written declaration or in such other manner as the arbitrator deems appropriate. The arbitrator shall consider such written and oral testimony as reasonable businesspersons would use in the conduct of their day-to-day affairs. Live testimony and cross-examination shall be limited to that necessary to insure a fair hearing to the parties. (d) Venue. The arbitration hearing shall be held in Shelton, Washington, unless all parties agree otherwise. 16.6 Decision. The arbitrator shall make his or her award within thirty (30) days following the conclusion of the arbitration hearing. In rendering the award, the arbitrator shall {00113936.DOCX.}Page 43 of 55 set forth written findings of act and conclusions of law. The award shall be final and binding upon the parties, subject to the right of appeal and trial de novo in the manner, and within the time for appeal specified for cases subject to mandatory arbitration under RCW Chapter 7.06, provided that the time within which an appeal may be brought shall run from the date of receipt of notice of the award by the appellant. The appellant shall file the award and notice of appeal with the Superior Court and serve the notice of appeal on all other parties within the time period for bringing the appeal. The provisions of this Section shall constitute a stipulation to enter into arbitration-pursuant to the Superior Court Mandatory Arbitration Rules (MAR) within the meaning of MAR 8.1, provided the right to arbitrate, conduct of arbitration shall be governed by this Contract and not the MAR, except that MAR 7.1, 7.2, 7.3 and 8.1 shall apply with respect to appeals. 16.7 Provisional Remedies. Pending the selection of the arbitrator, any party may request JAMS to appoint an arbitrator for the limited purpose of awarding preliminary relief. This award may be immediately entered in any Federal or State court having jurisdiction thereof even though the decision on the underlying dispute may still be pending. Once appointed, the arbitrator may, upon request of a party, issue a superseding order to modify or reverse such preliminary relief or may himself/herself order preliminary relief pending a full hearing on the merits of the underlying dispute. Any such initial or superseding order of preliminary relief may be immediately entered in any Federal or State court having jurisdiction thereof even though the decision on the underlying dispute may still be pending. Such preliminary relief may be granted by the arbitrators only after notice to and opportunity to be heard by the opposing party unless the party applying futility by giving notice. 16.8 Final Remedies: Arbitrator's Fees. The arbitrator may grant any remedy or relief that the arbitrator deems to be just, equitable and within the scope of the parties' agreement, including specific performance of a Contract or injunctive relief; provided, however, that the arbitrator may not award any punitive or exemplary damages. Each party shall be responsible for its own attorney fees and costs. The arbitrator's fees and arbitration expenses shall be borne equally among the parties. 16.9 No Consolidation. There shall be no consolidation of any arbitration between the County and the Contractor with any other arbitration involving, arising from or relating to the Project without prior written approval from the County, which approval from the County shall be reasonably given. 16.10 Expedited Procedures In the event that the County determines, in its sole opinion, that the public interest requires a speedy resolution of any arbitrable controversy or claim regardless of the amount, the County shall have the option of electing resolution of the controversy or claim by the Expedited Procedures of the Commercial Arbitration Rules of the American Arbitration Association (Rules 54 through 58). 100113936.DOCKIPage 44 of 55 16.11 Venue. The parties agree that proper venue for any judicial proceeding to enforce any decision or award made by an arbitrator under this Section shall be exclusively in Mason county in the State of Washington. 16.12 Attorney Fees. In the event suit or action or arbitration is instituted to enforce any right granted herein, each party shall be responsible for payment of its own attorney fees and costs unless otherwise indicated in this Contract. 16.13 Standing. Only the County and the Contractor shall have standing to bring or become a party to arbitration claims or legal action under this Contract. ARTICLE 17 Successors Assignment 17.1 Contractor Delegation. The County executes this Contract with the Contractor as a qualified party to accomplish the Project. The Contractor's delegation of any Contract duties shall require the prior written consent of the County. Any delegation of duties shall not relieve the Contractor or the Surety of any liability and/or obligation to perform. 17.2 Assignment. The Contractor shall not assign any rights or obligations under or arising from this Contract without the prior written consent of the County unless otherwise permitted under Section 17.3. 17.3 Change in Control or Ownership. Any direct or indirect change in control or the transfer of a direct or indirect controlling interest in the beneficial ownership of the Contractor shall constitute a Class B default under the terms of this Contract unless the County consents to that transfer. "The transfer of a direct or indirect controlling interest of Contractor" shall include, but is not limited to, the transfer or assignment of twenty-five percent (25%) or more of the beneficial ownership of Contractor to or from a single entity, unless the County consents to that transfer or assignment; however, the following transfers or assignments shall not be construed as "the transfer of a controlling interest of Contractor": (a) intra-company transfers in the form of transfers between different subsidiaries or branches of the Contractor's parent corporation, or (b) if the Contractor, or its parent corporation, is a closely held corporation, transfers or assignments between individuals who own, in whole or in part, the parent or any subsidiary including transfers or assignments between or to (1) the individuals who own, in whole or in part, the parent or any subsidiary, (2) the spouses, surviving spouses and linear descendants (including adopted children) of the Persons described in (b)(1), above, 100113936.1DOCKIPage 45 of 55 (3) a trust estate, corporation, partnership or other entity owned by the Persons described in (b) (1), above and (4) a corporate trustee designated to act in a fiduciary capacity for the estate or trust of any Person described in (b)(1), above. Notwithstanding the foregoing, the County may in its sole discretion and at Contractor's sole expense (including but not limited to the County's attorney's fees, if any) determine that new ownership can adequately and faithfully render the service called for in this Contract for the remaining Term of the Contract, and the County may then elect to execute a novation, allowing new ownership to assume the rights and duties of this Contract and releasing the previous ownership of all obligations and liability. The new ownership would then be solely liable for any work and/or claims related to this Contract. 17.4 BindinF- Effect. This Contract shall bind and inure to the benefit of the successors or assigns hereto, whether by merger, consolidation, transfer of assets or transfer of ownership of the Contractor. ARTICLE 18 Dissolution of the County and Successor to the County In the event that the County is dissolved of its solid waste functions and powers relative to this Contract are taken from the County by legislative act or by referendum of the people or by agreement, all of the duties, rights, and remedies of the County under the Contract, including, but not limited to, all bonds executed for this Contract, shall remain in full force and effect, and shall be transferred to either: (1) the successor to the County as specified by the legislative act or referendum by which the County is dissolved; or, (2)if nosuccessor tothe County is specified by the relevant legislation or referendum,theStateof Washington shall be deemed to be the successor to the County under this Contract. ARTICLE 19 Term: Ootion to Renew 19.1 Term. The Term of the Contract shall begin on its execution, and unless renewed or sooner terminated by the County as provided in this Contract, shall end ten (10) years from the date Contractor commences Solid Waste transportation services hereunder. {00113936.DOCX.}Page 46 of 55 19.2 Option to renew. (a)The parties shall have the right to request to renew the Contract for two (2) additional ten (10) -year periods under the same provisions and for the same Compensation calculated in accordance with Article 8 of this Contract, as may be adjusted from time to time. A party shall give the other party 180 days written notice of its intention to exercise its option to renew the Contract, and the receiving party shall provide either its acceptance or rejection of the renewal within thirty (30) days of its receipt of the notice of intention to exercise the renewal option. (b) In the event the parties elect to renew the Contract, the Contractor must provide, to the County at least 90 days before the expiration of the then current ten (10) -year period, a new letter of credit or other financial guarantee acceptable to the County in its sole discretion pursuant to Section 6.4, and such acceptance shall not be unreasonably withheld, conditioned or delayed. DATED this day of 12024. MASON COUNTY GARBAGE BOARD OF MASON COUNTY COMMISSIONERS MASON COUNTY, WASHINGTON By: Randy Neatherlin, Chair Signature Kevin Shutty, Vice Chair Title Sharon Trask, Commissioner APPROVE AS TO FORM: Tim Whitehead, Ch. DPA {00113936.DOCX.}Page 47 of 55 EXHIBIT A PERFORMANCE BOND 100113936.DOCX.}Page 48 of 55 EXHIBIT B CERTIFICATE OF INSURANCE 100113936.DOCX.}Page 49 of 55 EXHIBIT C TECHNICAL REQUIREMENTS This section specifies minimum requirements for the operation of the solid waste transportation services. The requirements established herein are the minimum prescribed requirements and are not intended in any way to be inclusive or in any way to limit the Contractor to specific procedures or methods, but rather are intended to ensure the expected quality of solid waste transportation operation and maintenance. Trailers It is the intent of this section to ensure that Contractor equipment is suitable for long distance transport. Trailers shall be rigid and durable, corrosion resistant, nonabsorbent, easily cleanable, have watertight seals up to 18" above the floor, and suitable for handling with no sharp edges or other hazardous conditions. Trailers shall be capable of withstanding the hard use typically associated with handling solid waste. Trailers shall be designed, engineered, and rated to always perform satisfactorily and safely. Trailers shall be a maximum height of 14' (measured from ground) and shall have a width that does not require special permits for use on public roads. Overall outside length, height, bridge span and distance between axles of trailers when combined with tractor shall conform to all applicable, local, state and federal regulations. Trailers shall be of a top load design and shall be suitable for in-Trailer compaction of waste. Trailers shall be outfitted with a system to, in five minutes or less, easily net and tarp the top of trailer to 100% prevent fugitive trash releases and rainwater accumulations. Trailers shall be designed to allow dissipation of heat and expanding gases that may be generated during storage or transport to the disposal site. Maintenance and Repairs Trailers shall be maintained by the contractor in accordance with the manufacturer's recommended maintenance schedule and shall always be maintained in a safe working condition. Trailers shall be inspected at least monthly for corrosion, leaks, loose-fitting doors, holes or other damage to the top closing mechanism, seals, siding, frames, or other damage incurred during transport and disposal of waste and repaired as necessary. Each time the trailer is emptied, all waste shall be removed from the trailer and the contractor shall clean trailers as necessary to comply with the requirements of the jurisdictional health department(s) and to mitigate malodor, unsightliness, or attraction of vectors. If a trailer is damaged during loading the Contractor shall repair the trailer. The County will reimburse the Contractor for all reasonable costs or repairs, or replacement of Trailers 100113936.DOCKIPage 50 of 55 damaged through gross negligence of a Transfer Station operator. The Contractor, at its own expense, shall repair or replace trailers as necessary due to normal wear and tear. Provision and Storage Requirements A staging area will be provided at the transfer station where the Contractor shall deliver empty trailers and accept loaded trailers and may store empty and loaded trailers. Trailer provision and storage requirements include the following: The Contractor shall provide sufficient trailers to allow 2.0 times y Tons to be removed from the station each day, where y is the highest average tons per day recorded for any service month in the most recent 12 months service under the contract. The Contractor shall conduct its operation so that the Transfer Station throughput is less than or equal to the daily maximum set forth above at least one empty trailer is available at the transfer station. Loaded Trailers shall be stored at the staging area a maximum of 48 hours. The Contractor shall communicate with the Solid waste Program Manager daily to ensure an adequate number of trailers are provided. Personnel Contractor personnel shall be trained as required for specific tasks or functions in accordance with the specific responsibilities set forth in the Agreement for the various elements of this program. During periods of sickness and vacation, additional personnel must be available for the continued and uninterrupted operation of this collection program in the usual manner. LITTER CONTROL It is the responsibility of the Contractor to provide litter control when they are picking up loaded trailers. Litter control shall include: pickup of trailer staging area, sweeping of area to remove broken glass and other small debris, removal of trash and material deposited on the ground outside the containers. IT IS EXPECTED THAT TRAILER STAGING AREA WILL BE KEPT CLEAN AND LITTER FREE AT ALL TIMES. The Contractor shall provide a contact name and phone number to the County,for site personnel to report and request litter pickup. Response to requests for litter control shall be made within four hours, during business hours, or as soon as is reasonably feasible when notification for cleanup is made outside of business hours. {00113936.DOCX.}Page 51 of 55 EXCLUDED WASTE County agrees not to deposit in Contractor's equipment or place for collection by Contractor any radioactive,volatile, corrosive, highly flammable, explosive, biomedical, infectious, biohazardous, toxic or hazardous material as defined by applicable federal, state or local laws or regulations ("Excluded Waste"). County agrees to comply with any description of and/or procedures with respect to removal of contaminants or preparation of recyclable materials as reasonably provided by Contractor. Title to and liability for any Excluded Waste shall remain with the producer of said waste. HAZARDOUS MATERIALS Means any material which: (a) is required to be accompanied by a written manifest or shipping document describing the material as "hazardous waste" or "dangerous waste", pursuant to the generator's state, Washington or federal law, including, but not limited to, the Resource Conservation and Recovery Act, 40 CFR, Part 260-272, et seq. as amended, and all regulations promulgated thereunder and any such state equivalent or similar law; (b) contains polychlorinated biphenyl or any other substance the storage, treatment or disposal of which is subject to regulation under the Toxic Substances Control Act, 40 CFR, Part 761, et seq. as amended, and all regulations promulgated thereunder and any such state equivalent or similar law; (c) contains a radioactive material the storage or disposal of which is subject to state or federal regulation; or (d) is designated under the generator's state, Washington or federal law or regulation as a "dangerous waste", "toxic waste", "hazardous waste". "extremely hazardous waste" or "acutely hazardous waste". DATA COLLECTION The Contractor shall keep all transactions connected with this Agreement during the term of the Agreement and for six (6) years after the Agreement's expiration including, but not limited to all correspondence and invoices, weigh tickets or receipts issued at the Transfer Station or Disposal Sites.The Contractor shall at all times maintain an accounting system that uses generally accepted accounting principles consistently applied for all services rendered and materials supplied, including additional and deleted work, in connection with this Agreement. 100113936LOCKIPage 52 of 55 ACCIDENT REPORTS The Contractor shall promptly report in writing to the Deputy Director of Utilities/Waste Management, or their designee, all accidents whatsoever arising out of, or in connection with the performance of the work whether on, or adjacent to, the sites; giving full details and statements of witnesses. In addition, should death, serious injuries, or serious damage occur, the accident shall be reported by the Contractor immediately by telephone or messenger to the Deputy Director of Utilities/Waste Management or their designee. {00113936.DOCX.}Page 53 of 55 EXHIBIT D ALTERNATE OPERATIONS AND FACILITIES PLAN In the event that the designated Disposal Facility is not available to accept Acceptable Waste transported by Contractor, Contractor shall deliver such waste to one of the two below alternate Disposal Facilities. Wasco County Landfill: Transportation: $61.35 per ton Disposal Services: $27.00 per ton Finley Buttes Landfill: Transportation: $76.15 per ton Disposal Services: $23.00 per ton The above rates shall be subject to the same rate adjustment provisions contained in the Agreement, including but not limited to annual CPI adjustments with respect to "transportation and disposal" and fuel surcharges with respect to transportation. 100113936.DOCX.}Page 54 of 55 EXHIBIT E EMERGENCY OPERATIONS PLAN 100113936.DOCX.}Page 55 of 55 2024 ANNUAL BRIDGE REPORT REPORT OF ROAD BRIDGE CONDITIONS MASON COUNTY, WASHINGTON ON County Road Administration Board 2404 Chandler Ct SW Olympia, WA 98502 RE: 2024 Annual Bridge Report Dear Ladies and Gentlemen: We are pleased to provide the 2024 Annual Bridge Report. This report is required under(WAC) 136-20-060, and the reporting period is from mid-2023 to mid-2024,as required by WAC. The report highlights the components of the County bridge inspection program, and includes the following information: • County Bridge Map • Bridge Inventory • Bridge Inspections Discussion • Bridge Findings • Deficient Bridges • Posted Bridges • Scour Evaluation Discussion The report summarizes the Mason County Bridge Programs efforts to maintain and preserve the County's bridges. The Board of County Commissioners has this report available to them during the preparation of the Six Year Transportation Improvement Program. Please contact us if you have questions about this report. Approved By: ; / I ke dollins, PE., PLS. Co Engineer Reviewed By: D ve Smith, P . MASON COUNTY �H C 2024 ANNUAL BRIDGE REPORT This annual bridge report is prepared by Mason County Public Works Engineering Bridge Team each year to fulfill the requirements of the Washington Administrative Code (WAC) 136-20-060. This WAC requires the County Engineer's report of bridge inspections as follows: "Each county engineer shall furnish the county legislative authority with a written report of the findings of the bridge inspection effort. This report shall be made available to said authority and shall be consulted during the preparation of the proposed six year transportation program revision. The report shall include the county engineer's recommendations as to replacement, repair or load restriction for each deficient bridge. The resolution of adoption of the six year transportation program shall include assurances to the effect that the county engineer's report with respect to deficient bridges was available to said authority during the preparation of the program. It is highly recommended that deficient short span bridges, drainage structures, and large culverts be included in said report." Mason County Public Works 12024 Annual Bridge Report I Page 1 Table of Contents WAC 136-20-060 and Signature Page ......................................................... 1 TableOf Contents ................................................................................... 2 Acronyms .............................................................................................. 3 BridgeLocation Map ................................................................................ 4-6 Introduction ........................................................................................... 7 BridgeInventory ..................................................................................... 8 BridgeInspections .................................................................................. 9 BridgeFindings ...................................................................................... 10 DeficientBridges .................................................................................... 11 PostedBridges ....................................................................................... 12 Scour Evaluation .................................................................................... 13 Emergency Repairs & Inspections .............................................................. 15 Maintenance Activities ............................................................................. 15 Completed Projects ... .............................................................................. 16-17 Current Projects ..................................................................................... 18 Programed Projects ........................................................................... 19-20 Appendix A ............... ............ ...... ... ........................................................ 21-23 Glossary of Bridge Terminology ................................................................. 24-25 Acronvms The Following is a list of common acronyms widely used in the bridge inspection field: ADT Average Daily Traffic CFR Code of Federal Regulations FHWA Federal Highway Administration NBIS National Bridge Inspection Standards NSTM Non-redundant Steel Tension Member SID Structure Identification Number UBIT Under Bridge Inspection Truck WAC Washington Administrative Code Mason County Public Works 12024 Annual Bridge Report i Page 2 WSBIS Washington State Bridge Inventory System WSDOT Washington State Department of Transportation f 1 ' 04.01 1 Eddy Evers, built 1996 COUNTY BRIDGE MAPS Mason County Public Works 12024 Annual Bridge Report I Page 3 t :Count7illri g:vw. ltg r Y�1fw01 I � i l �+1'Sn1'9iryri� Il�:yh r6Aµp �x��`'!'!L�'��117��� ♦ \ yL 1. L MWWYAMIMrY�Y—.� _�) 1 nr-.-+Y,- 1 .� nU„Ia WYY.: H �r L"C MU e µd C Pt �YIIIA�II� �1• t9n�R2A TE ryi. o- IIISON C 6 L--, M 2 3 4 Miles L_/ Mp DolrrRy Mu DEpa[Im0 OW � p rr,ploolrAea V.NEMIs 10.7 Map Ifl!ttlnallon DYe:NlneufLx 2d71 Mason County Public Works 2024 Annual Bridge Report I Page 4 �Cnnn/� Ilridgrw 1 1 r � ` a �f l •' _ } _4fkq'V �'� AR: l l 1 1� 1 '!� I l� e lL J Miles l I Macon CU4 Gk^.AmMSWaImml10 Map pI UwDxnR MCC15w2 Map IR[llnaUm DafE:NOWJIIDH 2Wi Mason County Public Works 2024 Annual Bridge Report I Page 5 i fonntj Itridgex tR � d f +� ISON cely 4 5 1.25 2;5 3.75 Miles Mabo11 Couty GoDepartment 7 Map pfooi n DNTA NCDt510 7 Map product Date:AreGSS1 7 Mason County Public Works 12024 Annual Bridge Report I Page 6 Introduction This report summarizes Mason County's 2023 Bridge Program. This program forms an integrated and comprehensive strategy to maintain and preserve the county's bridges and road network continuity. The three main goals of the Bridge Program are: ➢ Keep the bridges open and safe for public use. ➢ Preserve the bridge infrastructure by having a formal bridge report for each bridge which contains inspection history documentation, condition evaluation, and bridge summary data. ➢ Replace bridges with reliable new structures when repair and/or rehabilitation are not economical or physically feasible. This Bridge Report contains additional information concerning the county's bridge system. For each bridge listed in Appendix A, a condition report has been submitted to WSDOT for the Washington State Bridge Inventory Systems (WSBIS). As required by WAC 136-20-060, each county engineer in Washington State must submit a written report of findings to the legislative body concerning the county's bridge inspection effort by June 1 of each year. We have compiled a variety of information in the annual update of the Bridge Report to serve the 2024 report requirements. Before adoption of the annual budget, the Board of County Commissioners is required to adopt a Six-Year Plan for Transportation Improvements. WAC136-20-060 also requires that the resolution adopting the Six-Year Program state that this engineer's summary with respect to deficient bridges was available to the Board during preparation of the plan. Mason County Public Works 12024 Annual Bridge Report I Page 7 , Sit.. . . I CNN Rendsland Creek, built 1950 Bridge Inventory Mason County Public Works inspects and inventories 98 roadway bridges and culverts that are located within Mason County. All are entered into the Washington State Bridge Inventory System. Fifty-eight also are reported to the Federal Highway Administration as required by the RCW. The remaining 40 structures are"short spans" (structures under 20 feet in length) and are not required to be reported to the FHWA. These bridges consist of: • 97 bridges and culverts owned by Mason County • 1 bridge owned by the City of Shelton Classified by substructures, the bridges inspected by Mason County are categorized as follows: • 48 Concrete Bridges • 8 Timber Bridges • 14 Concrete Box Culverts • 26 Culverts (Steel, Aluminum) • 2 Steel Bridges Mason County Public Works 12024 Annual Bridge Report I Page 8 Mason County Bridges by Material 14 \OrA ■Concrete 26 ■Timber ■Concrete Box Culv ■Culverts(Steel,Alum) ■Steel 48 ❑2 Bridge Inspections Bridge Inspection is performed in accordance with the National Bridge Inspection Standards (NBIS) to conform to 23 CFR 650.3. The NBIS mandates that public agencies inspect and report on all bridges over 20' feet span, biannually. Under these standards, the county is required to document and report the current condition of each bridge, determine the degree of wear and deterioration, and recommend repairs or required service. Mason County Public Works Department has been able to inspect each bridge at a minimum inspection frequency of two years. A more frequent inspection schedule is established for bridges that are aging, have a long maintenance history, or with high environmental exposure. This program has served the citizens of Mason County with early identification of maintenance needs, resulting in economical repair costs. The inspectors use the NBIS standards to document the current condition of each bridge element listed. The deficiencies are coded to NBIS standards and show the degree of deterioration in various elements—the three primary elements being: Mason County Public Works 12024 Annual Bridge Report i Page 9 • deck, • superstructure, and • substructure As deterioration occurs, the coding values drop, if applicable a repair order is issued to the Mason County maintenance or contractor to conduct the proposed repair. In cases where the coding factors drop significantly, the county engineer will recommend repair, replacement, or rehabilitation. Bridges with identified deficiencies may be inspected more often. Updated inspection results are forwarded to the WSDOT's Highway and Local Programs Bridge Division, which in turn verifies compliance with the NBIS and reports to the Federal Highway Administration (FHWA). A copy of the Inspection Report is kept in the bridge file at Mason County Public Works. Bridge Findings When bridge deficiencies are found during inspections. Work items are identified and sent to the engineer. Some work items are urgent and are repaired quickly, while others are prioritized lower as longer-term maintenance items that will help extend the bridge's service life. Maintenance or contract crews concentrate on repairs that will help preserve the service life of the inventory, with an emphasis on safety. Approximately half the bridges are inspected every other year. If the underside of the bridge deck cannot be given close or adequate inspection from the ground, then a special inspection using a UBIT (under bridge inspection truck) is required. During these bridge inspections, inspectors make an in-depth condition evaluation of the bridge structure and document any observable defects. See our list of special inspections (Exhibit A), for details on inspection frequencies and schedules for all UBIT, underwater bridge (UW), and non-redundant steel tension members. (NSTM) Mason County Public Works 12024 Annual Bridge Report] Page 10 f ' 'Jja* ii w. Stretch Island — 2022 Exhibit A Structure ID Bridge Name 2022 UBIT 2023 UBIT 2024 UBIT 2025 UBIT 2026 UBIT Special Insp 08169800 Chapman Cove Mar 28 Mar 28 08619500 Eddy Evers Apr 25 Apr 25 2023 NSTM 07996900 Harstine Island A r24 A r 24 2024 UW 08072500 Stretch Island Sept 6 Se t 6 Sept 6 See Bridge Map page 4-6 for locations. Deficient Bridges Washington State bridge program no longer calculates the rating factor known as the Sufficiency Rating. Structures are now determined structurally deficient when a culvert, deck, superstructure, and / or substructure overall condition code is of 4 or less (condition codes range from excellent 8 to failed condition 0). OR The waterway adequacy code is 2 or less. Waterway adequacy appraises the waterway opening with respect to the passage of flow through the bridge (condition codes range from excellent 8 to closed 0). Mason County currently has 73 structures rated as good (codes are between 8 and 7). Mason County currently has 21 structures rated as fair (codes are between 6 and 5). Mason County currently has 4 structures rated as poor (see below). Harstine Island Bridge deck condition code 3. (currently being repaired) Mason County Public Works 12024 Annual Bridge Report I Page 11 Hliboki Bridge superstructure condition code 4. Toonerville Culverts condition code 4. (currently funded for replacement) North Fork Goldsborough substructure condition code 4. (currently funded for repair) The following chart shows an overview of Mason County's bridge conditions. BRIDGE CONDITION RATING CHART 70 60 50 ■GOOD 40 ■FAIR ■POOR 30 20 21 10 0 GOOD FAIR POOR Mason County Public Works 2024 Annual Bridge Report I Page 12 i Posted Bridges There is one load restricted bridge in Mason County (Exhibit B). This bridge is posted for load limits because the standards it was designed to do not meet standards currently in use. The remaining five bridges that require restrictions, per resolution, are due to their narrow width (also known as functionally obsolete). i Stretch Island Bridge Exhibit B- Load Restricted Bridges Structure ID Bridge Name Comments Posted For 08332000 Eich Bride Girder Fleure-Span 1 interior SU6 thru SU7 08312400 Lower Dewatto Cr Administrative No Overloads 08072500 Stretch Island Girder Flexure-Span8 Interior SU4 thru SU7 NOTE: SU is single unit vehicle Scour Evaluation In 1988, federal requirements for bridge inspections were updated to include mandatory scour evaluations for all bridges that cross water. Scour evaluations examine bridge abutments and piers that may be damaged because of debris build up or water surging around the structure and eroding foundation soils. The purpose of a scour evaluation is to determine the susceptability of a bridge's foundation to the erosive action of flowing water, excavating, and carrying away Mason County Public Works 12024 Annual Bridge Report I Page 13 material from the bridge foundation. A bridge is considered scour critical if it's foundation is unknown or determined to be unstable for observed or calculated scour. The implementation of the mandated scour evaluation program in Washington requires all agencies responsible for bridges to complete scour evaluations. All bridges designated as scour critical require a scour Plan of Action. Mason County has 5 bridges that are scour critical based on shallow footings calculations and 29 bridges that are determined to be scour critical because of unknown foundations (Exhibit D). These bridges are monitored during and after 25 year storm events. Exhibit D Scour Critical Bridges Scour Critical Brides Based on Caculation Structure ID Bridge Name Year Built Scour Codes 08192400 GOLDSBOROUGH 2 1956 3-SCOUR CRITICAL SHALLOW FOOTINGS 08608000 SHAFER PARK BR 1993 3-SCOUR CRITICAL SHALLOW FOOTINGS 08717800 EICH ROAD 1 2004 3-SCOUR CRITICAL SHALLOW FOOTINGS 08340800 MILL CREEK 1971 3-SCOUR CRITICAL SHALLOW FOOTINGS 08072599 STRETCH ISLAND BR 1973 3-SCOUR CRITICAL SHALLOW FOOTINGS Scour Critical Bridges Based on Unknown Foundations Structure ID Bridge Name Year Built Scour Codes 08186100 WEAVER CREEK 2 1966 U-Unknown Foundation Elevations 08279900 MARY M. KNIGHT 1970 U-Unknown Foundation Elevations 08404300 WEBBER 1967 U-Unknown Foundation Elevations 08616600 HERM OLD SCHOOLH 1996 U-Unknown Foundation Elevations 08619700 HERM CLOQ CR BR 1996 U-Unknown Foundation Elevations 08493300 7TH GOLDSBOROUGH 1978 U-Unknown Foundation Elevations 08230300 LITE SKOOKUM 1 1925 U-Unknown Foundation Elevations 08233000 LITE SKOOKUM 2 1925 U-Unknown Foundation Elevations 08614700 CLOQUALLUM CR 1994 U-Unknown Foundation Elevations 08252600 Upper Goldsborou h 1966 U-Unknown Foundation Elevations 08268300 UNION RIVER 1987 U-Unknown Foundation Elevations 08303700 TAHUYA ESTUARY 1961 U-Unknown Foundation Elevations 08312400 LOWER DEWATO CR 1967 U-Unknown Foundation Elevations 08161500 VANCE CREEK DIV 1959 U-Unknown Foundation Elevations 08863400 BLANTON CORNER 1971 U-Unknown Foundation Elevations 08863600 BOLING RD 1971 U-Unknown Foundation Elevations 08169100 HLIBOKI BRIDGE 1961 U-Unknown Foundation Elevations 08232300 NO FK GOLDSBOROU 1958 U- Unknown Foundation Elevations 08332000 EICH BRIDGE 1968 U-Unknown Foundation Elevations 08369800 CRISMAN 1954 U-Unknown Foundation Elevations 08169800 CHAPMAN COVE 1950 U-Unknown Foundation Elevations 08080600 DECKER CREEK 1949 U-Unknown Foundation Elevations 08259500 RENDSLAND BR 1950 1 U-Unknown Foundation Elevations Mason County Public Works 12024 Annual Bridge Report I Page 14 08321900 GOLDSBOROUGH 1 1967 U—Unknown Foundation Elevations 08486200 MISSION CREEK 2 1967 U—Unknown Foundation Elevations 08304300 TAHUYA POST OFF. 1963 U—Unknown Foundation Elevations 08149500 BINGHAM CREEK 1960 U—Unknown Foundation Elevations 08867600 PORTMAN 1954 U—Unknown Foundation Elevations 08857700 DANNY WALKER 1954 U—Unknown Foundation Elevations Emergency Repairs & Inspections No emergency repairs were conducted from mid-2022 to mid-2023. Bridge Maintenance Activities Maintenance and repairs are sometimes necessary to prevent further deterioration of structures to extend their useful life, and to reduce major repair costs in the future. During bridge inspections, maintenance needs are identified and documented. Minor bridge repair work is completed by county road operations and maintenance crews, with major repairs being completed by contract. Typical annual maintenance includes brush cutting, deck and drain cleaning, sign repairs, and guardrail repairs. This year, general maintenance was performed by the leveling of roadway approaches, cleaning decks and drains, brush removal, and crack sealing. Mason County Public Works 12024 Annual Bridge Report I Page 15 WI - Completed Bridge Projects Cady Creek concrete box culvert was installed in the summer of 2022 by county forces. 4 J� Z y�Y Cady Creek box culvert Great Bend concrete box culvert was installed in the summer of 2022. Mason County Public Works 12024 Annual Bridge Report I Page 16 1 I Jy 1' a.ct 14 iy I l * y I , s+� r Great Bond .• Sunnyside single radius • • - arch was installed by •unty forces in the summer of 1 1 t Ex Sunnyside Culvert v I�V��ii�t 1t I " "• �. 1 � 'A. I� P 4 e� • Mason •unty Public Works12024 ••- • '•• .• 17 - Harstine Island Bridge deck rehabilitation was performed b� contract in the summer of 2023. r i ' `i.,SJrt.�llsrti��'Y'f ' ,�1 -4rt�?{, K. A. st + �¢",' :." "': �� ay�� ♦.Way` + ,yQ�v - -� Harstine Island Bridge Current Bridge Projects The N Island Drive culvert replacement project will be installed by contract in the summer of 2024, and funded by Rural Arterial Program state funds. The Toonerville twin culvert replacement project is projected to be completed in 2024, funded by Bridge Replacement Federal funds. Programed Bridge Projects Stretch Island Bridge was constructed in 1952 and reconstructed in 1971. It has concrete piers with timber caps, post, stringers, and deck. There are various locations of rot in the timber members. Piers 1, 8, and 19 are spread footings and are scour critical based on calculations. This structure is the only vehicle access to Stretch Island. This structure will need to be replaced in the future. Mason County Public Works 12024 Annual Bridge Report I Page 18 I Hliboki Bridge is a timber structure rebuilt in 1971 consisting of three spans. This structure provides access to residence on Bulb Farm Road. There is core rot in multiple stringers which reduces the overall bridge rating to poor. This structure will need to be replaced in the future. Chapman Cove Bridge is a timber structure rebuilt in 1968 consisting of six spans. This structure provides access to residence on Agate Loop Road. There is core rot in multiple caps and piling. (plans show the piling are from the previous structure). This structure will need to be replaced in the future. Harstine Island Bridge was constructed in 1969 on concrete columns and superstructure. There are twelve locations on various columns that have delamination and spalling with reinforcing steel exposed and rusting. We have applied for but failed to secure grant funding. These will need to be repaired in the future. Harstine Island Bridge pier one scour. Scour has caused rip rap to fail around the approach at pier one. There is a design and permitting is in process to make repairs. Vance Creek Div Bridge is a 70 ft long precast concrete structure built in 1959. The Vance creek has aggregated over the years and raised the creek bed. Flooding brings large logs down stream striking the upstream girder. This girder has cracks and spalling with exposed steel and cables. We have applied for but failed to secure grant funding to replace the girder. The girder or the whole bridge will need to be replaced in the future. Boling bridge is an 18 ft long timber structure built in 1971. This structure is on Boling Road the only access for residence. The timber caps on this structure have core rot. Unfortunately, being under 20 ft span this structure is not eligible for federal replacement funds. We have plans to remove the superstructure and caps, then forming new concrete caps and installing a new prefabricated metal superstructure with county forces. Eich Bridge is a 29 ft long timber structure believed to have been constructed in 1968 although there are no records to validate. This structure is on Eich Road and is the only access for the resident. There are various core rot locations throughout the structure. This structure will need to be replaced in the future. Crisman Bridge is a 24 ft long timber slab superstructure with concrete piers believed to have been constructed in 1965 although there are no records to validate. This bridge is located on Beeville Loop Road. There is a plan to remove the timber caps and slab and reinstall a prefabricated metal superstructure with county forces. Portman Bridge is a 16 ft long timber slab superstructure with concrete piers believed to have been constructed in 1954 although there are no records to validate. This bridge is located on Beeville Loop Road. Unfortunately, being under 20 ft span this structure is not eligible for federal replacement funds. There is a plan to remove the timber caps and slab and reinstall a prefabricated metal superstructure with county forces. Danny Walker Bridge is an 18 ft long timber slab superstructure with concrete piers believed to have been constructed in 1954 although there are no records to validate. This bridge is located Mason County Public Works 12024 Annual Bridge Report I Page 19 on Beeville Loop Road. Unfortunately, being under 20 ft span this structure is not eligible for federal replacement funds. There is a plan to remove the timber caps and slab and reinstall a prefabricated metal superstructure with county forces. Tahuya Post Office Bridge is a 20 ft long prestressed concrete girders and concrete piers believed to have been constructed in 1963 although there are no records to validate. The bridge is located on N. Shore Road. We have a photograph dated 1971 showing five feet of clearance between the streambed and the soffit of the girders. After the 2007 storm, aggradation of the Caldervin stream has raised the streambed and reduced the clearance to one ft. Unfortunately, being under 20 ft span this structure is not eligible for federal replacement funds. The plan is to remove the precast girders, extend the concrete piers and reset the girders. This will return the clearance to pre-1971. Mission Creek 3 (Steelhead) Bridge is a 59 ft long prestressed concrete bridge on steel "H" piling. The bridge is on Steelhead Road and is the only access for the residence. The 2007 storm washed out the pier one road approach. An emergency repair was performed to restore access across the structure. Currently the rip rap repair is failing, and the exposed "H" piling are still exposed and rusting. The plan is to remove the 2007 repair, construct a new concrete pier wall and footing to protect the "H" piling the replace the road approach. Beeville Peterson Creek 3 is a 15 ft span galvanized corrugated steel pipe on Beeville Road. There are no records of when it was installed. The pipe has extensive rusting below the flow line. This structure will need to be replaced in the future. Ever's Bridge is a 354 ft multi timber span structure constructed in 1996. The middle span is a timber arch design. The protective coating has deteriorated and allows water intrusion. The arches have section loss and rot throughout the members. We have applied for but failed to secure grant funding to replace the timber arches with steel members. Rendsland Bridge is a 53 ft multi span cast in place concrete bridge constructed in 1950. The superstructure was replaced in 1973. Rendsland Creek flow of aggregate over time has caused erosion of the concrete pier walls at piers 2 and 3. There is loss of concrete and aggregate but no rust stains. These areas need to be repaired soon. Cranberry Creek pipe arch is a 25 ft span aluminum box culvert with concrete footings constructed in 1993. The pipe arch carries Mason Lake Road. One foot of the three feet high footings are exposed and are in need of protective countermeasures. Dayton Box Culverts are two galvanized steel pipe arches making a total of 40 feet span constructed in 1988. The arches carry Shelton Matlock Road. Both structures have extensive rust along the haunches. This structure will need to be replaced in the future. Skookum Creek Bridge is an 83 ft span prestressed concrete structure built in 2006. Both expansion joints have failed and need replaced. We have applied for but failed to secure grant funding for this repair. Mason County Public Works 12024 Annual Bridge Report I Page 20 Appendix A 2022-2023 Mason Count Bridge Inventory r rn m C C O O Ul yam. d ld m O U U m O !A U 3 a o v m o m 0a a H > O N m N N m m m cn O u, 05 c a 1 7996900 HARSTINE ISLAND BR 1466 poor 5 1 1 1969 4/2023 24 2155 2 08120600 FINCH CREEK N 1 20 fair 5 1956 4/2023 24 245 3 08192400 GOLDSBOROUGH 2 122 good 3 1956 4/2023 24 1777 4 08619500 EVER'S 354 fair 5 1996 4/2023 24 588 5 08185100 WEAVER CREEK 2 49 fair U 1966 4/2022 24 73 6 08279900 MARY M. KNIGHT 30 fair U 1970 4/2022 24 148 7 08369200 CARSLON 31 good 5 1984 4/2022 24 16 8 08404300 WEBBER 145 good U 1967 4/2022 24 376 9 08438600 KENNEDY CREEK 136 fair 5 1917 4/2022 24 72 10 08601100 CRANBERRY CK PIPE ARCH 25 good 5 1993 4/2022 24 1783 11 08614800 PLUG MILL 53 good 8 1994 4/2022 24 37 12 08619600 HERMANS OLD SCHOOLHOUSE 69 good U 1996 4/2022 24 627 13 08619700 HERMANS CLOQ CREEK 73 good U 1996 4/2022 24 627 14 08717700 SATSOP CLOQUALLU M 22 good 8 2000 4/2022 24 132 15 08760400 MCLANE COVE 2008 110 good 8 2008 4/2022 24 835 16 08292200 PURDY CANYON 20 fair 5 1959 5/2022 24 494 17 08600900 CAMBELL CK PIPE ARCH 26 good 5 1993 5/2022 24 3036 18 08709800 GOSNELL CREEK 40 good 5 2003 5/2022 24 36 19 08882900 HUNTER CREEK 137 good 8 2016 5/2022 24 494 20 08493300 7'"&GOLDSBOROUGH 61 good U 1978 5/2023 24 6000 21 08936000 BEEVILLE PERTERSO N CR3 *15 fair 5 1986 5/2023 24 119 22 08935500 BVLPETERSON CR 1 *18 good 8 2007 5/2023 24 119 23 08936100 BVLPERTERSON 2 *20 good 5 2007 5/2023 24 28 24 08934900 ISLAND VIEW RD ARCH *20 good 5 2008 5/2023 24 89 25 08935400 GVL CRONQUIST *14 good 5 2005 5/2023 24 2012 26 08935300 GVLTREASURE *12 good 5 2007 5/2023 24 1364 27 08935200 GVL OKENEK *8 good 5 2007 5/2023 24 827 28 08935100 GVL MURRY *18 good 5 2012 5/2023 24 780 29 08935000 GVL MCLANE CR *12 good 5 2009 5/2023 24 780 30 08230300 UTE SKOOKUM 1 *23 fair U 1925 5/2023 24 296 31 08233000 UTE SKOOKUM 2 *20 fair U 1925 5/2023 24 296 32 08614700 CLOQUALLUM CREEK 64 good U 1994 5/2023 24 627 Mason County Public Works 12024 Annual Bridge Report Page 21 w � d to � Y Z L K �N/ J O CUL. 4L y Y Y GI .3 N a3+ L m O m U 61 U w o `m .°�' a a F 'C w 'a .7L+ > U (Ut6 N ❑ m w m w 0 w >- ❑ - Ca a 33 08918500 DEEGAN RD W 22 good 5 2020 6/2022 24 187 34 08239700 LOWER VANCE CR 103 good 5 1963 6/2022 24 494 35 08252600 UP GOLDSBOROUGH 49 good U 1963 6/2022 24 191 36 08268300 UNION RIVER 65 good U 1987 6/2022 24 3440 37 08303700 TAHUYA ESTUARY 125 fair U 1961 6/2022 24 513 38 08312400 LOWER DEWATO CK 55 fair U 1967 6/2022 24 50 39 08564000 DAYTON BOX CULVERTS 40 good 5 1988 6/2022 24 1777 40 08588400 MISSION CREEK 59 good 5 1991 6/2022 24 827 41 08608000 SCHAFER PARK BRIDGE 160 good 3 1993 6/2022 24 376 42 08740400 MALANEY CREEK *20 good 5 2005 6/2022 24 3844 43 08803800 FINCH CREEK2-2009 31 good 8 2009 6/2022 24 184 44 08937100 OBH BEAR CR 1 *14 good 5 2000 6/2023 24 4444 45 08937000 BCD BEAR CR 2 *15 good 5 2000 6/2023 24 2644 46 08937300 GVL CASE INLET *12 good 5 1996 6/2023 24 494 47 08936400 BCD MISSION CR 3.07 *14 good 5 1996 6/2023 24 1993 48 08936200 BECK RD LIL MISSION CR *20 good 5 2007 6/2023 24 300 49 08935800 BELFAIR TAHUYA 2.85 *17 good 5 1999 6/2023 24 2756 50 08935800 BELFAIR TAHUYA 4.01 *16 good 5 2002 6/2023 24 1308 51 08161500 VANCE CREEK DIV 70 good U 1959 6/2023 24 494 52 08863400 BLANTON CORNER *18 good U 1971 6/2023 24 132 53 08863500 ROCK CREEK *18 good 5 1952 6/2023 24 897 54 08863600 BOLING RD *18 fair U 1971 6/2023 24 36 55 08169100 HLIBOKI BRIDGE 52 poor U 1961 7/2022 24 62 56 08232300 NO FK GOLDSBOROUGH 40 poor U 1958 7/2022 24 191 57 08332000 EICH BRIDGE 29 fair U 1968 7/2022 24 22 58 08823700 RABIT CREEK CULVERT 25 good 8 2010 7/2022 24 32 59 08379000 RAILROAD 125 fair N 1978 7/2022 24 4134 60 08709700 SCHUMOCHER CR BR 63 fair 8 2002 7/2022 24 490 61 08937400 BV PETERSON CR4 MP 2.05 *18 good 5 2006 7/2023 24 119 62 08369800 CRISMAN 24 fair U 1954 7/2023 24 86 63 08717800 EICH ROAD 1 29 good 3 2004 7/2023 24 22 64 08169800 CHAPMAN COVE 93 fair U 1950 7/2023 24 257 65 08108000 ROSSMAIER 60 good 3 1963 7/2023 24 149 66 08132500 UPPER VANCE CR 140 good 8 1986 7/2023 24 110 67 08080600 DECKER CREEK 26 fair U 1949 7/2023 24 149 68 08938000 HIGHLAND IMP 1.47 *17 good 5 2019 7/2023 24 644 69 08938100 SHELTON MATLOCK 13.63 *14 good 5 2002 7/2023 24 1174 70 08938200 SHELTON MATLOCK 13.85 *14 good 5 2002 7/2023 24 1174 Mason County Public Works 2024 Annual Bridge Report I Page 22 71 08259500 RENDSLAND BR 53 fair U 1950 1 8/2022 1 24 1 526 72 08803700 TOONERVILLE BR 30 poor 5 1995 8/2023 1 12 1 1050 t rn c w y m tM r cc C Z O O C N w 3 = w V d m V tM V m O V m 0 c CD a F a 0W ly6 N N t0. ❑ M u> m M O 0) )- ❑ 5 a LL Q 73 08321900 GOLDSBOROUGH 1 100 good U 1950 8/2022 24 526 74 08340800 MILL CREEK 180 fair 3 1971 8/2022 24 879 75 08799100 SKOOKUM CREEK 83 good 8 2006 8/2022 24 2034 76 08839500 WEAVER CREEK 12012 70 good 8 2012 8/2023 24 494 77 08938700 SUNNYSIDE CULVERT *19 good 5 2023 8/2023 24 100 78 08486200 MISSION CREEK 2 30 good U 1967 8/2023 24 671 79 08304300 TAHUYA POST OFFICE *20 good U 1963 8/2023 24 513 80 08149500 BINGHAM CREEK 78 good U 1960 8/2023 24 1437 81 08770900 BEAR CREEK/DEWATTO 33 good 8 2008 8/2023 24 79 82 08803900 TAHUYA 2 2009 116 good 5 2009 8/2023 24 2558 83 08857600 PORTMAN *16 good U 1954 8/2023 24 86 84 08857700 DANNY WALKER *18 good U 1954 8/2023 24 84 85 08857800 ELFENDAHL PASS 38 good 8 2013 8/2023 24 65 86 08588500 MISSION CREEK 3 59 fair 5 1990 8/2023 24 950 87 08928200 SHELTON VALLEY BOX CULV 1 *19 good 5 2021 8/2023 24 60 88 08928300 HIGHLAND DAYTON CREEK BOX *20 good 5 2021 8/2023 24 644 89 39630293 N. ISLAND DRIVE MP 2.93 *14 good 5 2010 8/2023 24 945 90 71930004 MOUNTAIN VIEW 0.04 *10 good 5 1999 8/2023 24 100 91 70950122 TAHUYA RIVER RD 1.22 *14 good 5 2013 8/2023 24 102 92 75210117 TAHUYA RIVER DR. 1.17 *11 good 5 2005 8/2023 24 646 93 70390348 N.SHORE RD MP3.48 *18 good 5 2016 8/2023 24 7742 94 08072500 STRETCH ISLAND BR 361 good U 1973 8/2023 24 385 95 08930300 UNCLE JOHNS UPPER BOX *18 good 5 2022 9/2022 24 200 96 08930400 GREAT BEND CR BR 22 good 5 2022 9/2022 24 513 97 08930600 CADY CR BOX CULV *18 good 5 2022 9/2022 24 513 98 08926300 HOMER ADAMS 30 good 5 2021 9/2023 24 50 Note: * - Short Span Bridges Scour rating code 8 foundation determined to be stable. Scour rating code 5 foundation determined to be stable for calculations. Scour rating code 3 means bridge is calculated as scour critical. Scour rating code U means bridge is scour critical based on unknown foundation depth. Mason County Public Works 12024 Annual Bridge Report i Page 23 Glossaryof f Bridge Terminology Abutment—a substructure supporting the end of a single span, or the extreme end of a multi- span super-structure and, in general, retaining or supporting the approach fill. Backwall—the top-most portion of an abutment functioning primarily as a retaining wall to contain approach roadway fill. Bent—a supporting unit of the beams of a span made up of one or more column or column -like members connected at their top-most ends by a cap, strut, or other horizontal member. Bracing—a system of tension or compression members, or a combination of these, connected to the parts to be supported or strengthened by a truss or frame. It transfers wind, dynamic, impact, and vibratory stresses to the substructure and gives rigidity throughout the complete assemblage. Cap—the horizontally-oriented, top-most piece or member of a bent sewing to distribute the beam loads upon the columns and to hold the beams in their proper relative positions. Chord—in a truss, the upper-most and the lower-most longitudinal members, extending the full length of the truss. Compression—a type of stress involving pressing together; tends to shorten a member; opposite of tension. Culvert—a pipe or small structure used for drainage under a road, railroad or other embankment. A culvert with a span length greater than 20-feet is included in the National Bridge Inventory and receives a rating using the NBI scale. Deck—portion of a bridge that provides direct support for vehicular and pedestrian traffic. Elastomeric pads—rectangular pads made of neoprene, found between the substructures and superstructure, that bears the entire weight of the superstructure. Elastomeric pads can deform to allow for thermal movements of the superstructure. Endwall—the wall located directly under each end of a bridge that holds back approach roadway fill. The endwall is part of the abutment. Nonredundant Steel Tension Member—a member in tension or with a tension element whose failure could cause a portion of or the entire bridge to collapse. Pier—a structure comprised of stone, concrete, brick, steel, or wood that supports the ends of the spans of a multi-span superstructure at an intermediate location between abutments. A pier is usually a solid structure as opposed to a bent, which is usually made up of columns. Mason County Public Works 12024 Annual Bridge Report I Page 24 i Pile—a rod or shaft-like linear member of timber, steel, concrete, or composite materials driven into the earth to carry structure loads into the soil. Pin-pile—a series of two-inch-diameter pipes driven in a line into the ground to support the timber planks of a small retaining wall, typically used to prevent erosion under a bridge abutment. Plan of Action—a detailed plan outlining actions needed to be taken by monitoring crews after a high-water event. Post or column—a member resisting compressive stresses, in a vertical or near vertical position. Scour—erosive action of removing streambed material around bridge substructure due to water flow. Scour is of particular concern during high-water events. Short span bridge—these bridges span less than 20 feet. Soffit—the underside of the bridge deck or sidewalk. Spall—a concrete deficiency wherein a portion of the concrete surface is popped off from the main structure due to the expansive forces of corroding steel rebar underneath. This is especially common on older concrete bridges. Stringer—a longitudinal beam (less than 30' long) supporting the bridge deck, and in large bridges, framed into or upon the floor beams. Substructure—the abutment, piers, grillage, or other structure built to support the span or spans of a bridge superstructure and distributes all bridge loads to the ground surface. Includes abutments, piers, bents, and bearings Superstructure—the entire portion of a bridge structure which primarily receives and supports traffic loads and in turn transfers the reactions to the bridge substructure; usually consists of the deck and beams or, in the case of a truss bridge, the entire truss. Trestle—a bridge structure consisting of beam spans supported upon bents. Trestles are usually made of timber and have numerous diagonal braces, both within each bent and from bent to bent. Wingwall—walls that slant outward from the corners of the overall bridge that support roadway fill of the approach. Mason County Public Works 12024 Annual Bridge Report 1 Page 25 �r�ON CO& Mason County Administrator 411 N 5th Street Shelton, WA 98584 (360) 427-9670 ext. 419 Mason County Commissioner Briefing Items from County Administrator February 5, 2024 Specific Items for Review Review 2024 Commissioner Board assignments—Diane Zoren Community Emergency Response Team(CERT)training—John Taylor Sandhill playground equipment contract amendment—John Taylor New comparable counties for Mason County—Mary Ransier Hiring bonus for Public Works Wastewater Manager position—Mary Ransier Economic Development Council(EDC)and City of Shelton .09 Fund contracts—Jennifer Beierle Process for Salary Commission appointments—Mark Neary Administrator Updates Commissioner Discussion Commissioner calendar updates BOARDS, COUNCILS,AND COMMISSIONS 2024 The County Commissioners represent Mason County by serving on a variety of boards,councils,and commissions as noted below. Randy Neatherlin (Commissioner District#1) Board of County Commissioners, Chair Mason County Law Library Mason County Finance Committee Canvassing Board North Mason Chamber of Commerce Board of Directors Mason County Audit Committee (Established by Resolution 77-16) Mason County Law Enforcement Officers/Fire Fighters (LEOFF) Board (meet 1st Tuesday,8 a.m.in Commission Chambers) Mason County Voting Accessibility Advisory Committee (VAAC) (meets when necessary)RCW 29A.46.260(2) Olympic Region Clean Air Agency(ORCAA)—Member(Meets 2nd Wednesday of each month from 10-12 noon approx.) Address: 2940B Limited Lane NW Olympia 586-1044) Peninsula Regional Transportation Planning Organization (PRTPO) Shelton Memorial Park Board of Directors—(Cemetery) (meet as necessary) Washington Counties Risk Pool—Board of Directors Member West Sound Alliance Steering Committee—Pamela Browning is contact,360-377-4900 Kevin Shutty(Commissioner District#2) Board of County Commissioners, Vice-Chair Alliance for a Healthy South Sound (AHSS) Executive Committee — (Andy Chinn is contact, 206-550-5568, meet as necessary. Website is Healthysouthsound.com) Criminal Justice Working Team (RCW 72.09.300, meets as needed) MACECOM (meet 2"d Tuesday, 3 p.m. @ City of Shelton) Mason County Clean Water District Olympic Region Clean Air Agency (ORCAA) - Alternate Member (Meets 2nd Wednesday of each month from 10-12 noon approx.Address: 2940B Limited Lane NW Olympia 586-1044) Peninsula Regional Transportation Planning Organization (PRTPO)-Alternate Thurston Mason Behavioral Health Organization (TMBHO) (Meet 3rd Thursday, 1 p.m.,Thurston Co.Courthouse) Washington Counties Risk Pool—Board of Directors Alternate Member Puget Sound Partnership's Ecosystem Coordination Board (term ends 6/30/25) Sharon Trask (Commissioner District#3) Economic Development Council Board (Term is 2 years —2023/2024; in 2025 goes with Chair) (Meets 2nd Thursday of each month; 7:45-9:00 am at PUD auditorium-426-2276) Community Action Council Board of Directors(Meet at 420 Golf Club Rd SE,Lacey) Courthouse Security Committee Lewis-Mason-Thurston Area Agency on Aging Council of Governments (COG) (Meets 41h Thursday of each month at 2 p.m.Address: 2404 Heritage Court SW,Suite A(first floor),Olympia,WA 98502 Mason County Lodging Tax Advisory Committee—Chair(meets when necessary) Memorial Hall Committee-Chair(meets quarterly,last Wednesday of month) Pacific Mountain Workforce Development Council (PacMtn) WSAC Legislative Steering Committee (LSC) Washington Counties Risk Pool —Board of Directors Alternate WA Association of Counties Board of Directors (WSAC) ALL COMMISSIONERS Mason County Commissioners Mason County Board of Health Mason Transit Authority Mason County Elections Canvassing Board Hood Canal Coordinating Council (All Commissioners sit on HCCC, Mason County has 1 vote, Cmmr. Shutty is voting member— membership is designated by Resolution 97-19) C:\Users\MSmith\AppData\Local\Microsoft\Windows\INetCache\Content.Outlook\Z2SZPP14\Commissioner Boards 2024 with mtg times.doc January 30,2024 C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: John Taylor Ext. 806 Department: Emergency Management Briefing: ❑X Action Agenda: ❑ Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): February 5,2024 Agenda Date: Click or tap here to enter text. Internal Review: ❑ Finance ❑ Human Resources ❑ Legal ❑ Information Technology ❑ Other (This is the responsibility of the requesting Department) Below for Clerk of the Board's Use Only: Item Number: Approved: ❑ Yes ❑ No ❑ Tabled ❑ No Action Taken Ordinance/Resolution No. Contract No. County Code: Item• Overview of Mason County Community Emergency Response Team(CERT) Background/Executive Summary: The Mason County Community Emergency Response Team(CERT)is an essential disaster response effort that ensures fast and immediate assistance is available to people affected by disasters in Mason County. The Mason County CERT is configured geographically,consisting of community members living within a specific area. Currently,Mason County has three existing CERTs(Pickering,Harstine Island,Timber Lakes),and is in the process of expanding teams to Hamma Hamma,Hoodsport/Cushman(Canal CERT Group),and Matlock. Please review the introduction provided by Bob Burbridge,Mason County Emergency Management Training &Exercise Coordinator and the attached CERT Training Schedule for more information. CERT members are registered as Emergency Workers(EW)and require specific tasks to be completed before registering,as well as ongoing training to maintain their EW status. Volunteer management is a complex structure that requires Emergency Management staff intervention to support initial training,regular group meetings led by the CERT Coordinator,and exercises to ensure their skills are current. As the CERT programs expand,the commitment of the Mason County Division of Emergency Management also increases to meet the federal and state requirements for fielding EWs. Budget Impact(amount,funding source,budget amendment): Staff labor(at this time). Public Outreach (news release,community meeting, etc.): Community CERT Marketing. Requested Action: Informational only. C Mason County Agenda Request Form Y /A t! Attachments Training&Exercise Coordinator(CERT Coordinator)Commission Briefing Mason County CERT Training Schedule Reference:FEMA"Developing and Managing Volunteers"(2006) CO& COMMUNITY EMERG 1854 • . NSE TEA Commission Brief VISION: County-wide coverage of multiple CERT groups, geographically. GOAL: • To have multiple CERT groups protecting their communities and to augment training for all CERT teams together for a common purpose. • Elevate CERT training to the level of state emergency worker, ICS 100/700 with state admin documentation. • Have the ability to transition volunteer CERT groups to Disaster Reservists and allow reimbursement for CERT personnel, should their services be for an extended period. Mason County currently has three active CERT groups: Harstine Island, Timberlakes, and Pickering Road. Previous areas are noted to be Allyn, Hoodsport, Lake Cushman. COVID was a primary cause to de-energize the teams. Discussion with fire chiefs from Hamma Hamma and Hoodsport/Cushman are supportive to create a 'Canal CERT group'. Discussion with community members from the Matlock community are interested in CERT. The county and Matlock fire district have not entered into discussion to date. The current training schedule has CERT Basic, 24-hour course, see attached flyer. Marketing for this class can be assisted by county departments social media and public safety partners (SO, Fire). Challenges: Consistent community involvement. Single CERT Manager within county government, trusted adjunct CERT instructors are typically located in other counties. Fire district assistance is available outside fire season only. ��$oN CO - - - - 1854 CERT a Basic / Course Announcement 2024 When: Friday, March 291h; Saturday, March 301h Friday, April 51h and Saturday, April 61h Friday Course Times — 6:00 P.M. to 9:00 P.M. Saturday Course Times — 8:00 A.M. to 4:00 P.M Where: 100 W Public Works Drive, Emergency Management Training Room The Community Emergency Response Team (CERT) program educates volunteers about disaster preparedness for the hazards that may occur where they live. This is a 24-hour course, over four days. CERT trains volunteers in basic disaster response skills, such as: Incident Command System Disaster Psychology Fire safety and suppression Team organization Light search and rescue Disaster medical operation For further information: Contact Emergency Management 360-427-7535 or register at MCDEM@MasonCountywa.gov a Developing and Managing Volunteers Independent Study February 2006 ore AIR -W r yoU FEMA �F��ND SE�Ja CONTENTSTABLE OF Page CourseOverview.........................................................................................................................1 Unit 1: Course Introduction Introduction ................................................................................................................................ 1.1 Howto Take This Course .......................................................................................................... 1.1 Case Study: The Importance of Volunteers to Emergency Management................................. 1.4 CourseGoals............................................................................................................................. 1.6 GoalSetting ............................................................................................................................... 1.6 Activity: Developing Personal Learning Goals.......................................................................... 1.7 Unit 2: Volunteers in Emergency Management Introduction ................................................................................................................................2.1 Volunteers or Voluntary Agencies?............................................................................................2.1 Creating a Volunteer Program vs. Coordinating With Voluntary Agencies (VOLAGs)...............2.4 Involving Volunteers—Benefits and Challenges........................................................................2.4 Volunteers? Or Voluntary Agencies?.......................................................................................2.10 Activity: Benefits and Challenges of Using Volunteers ...........................................................2.11 UnitSummary ..........................................................................................................................2.12 ForMore Information ...............................................................................................................2.12 KnowledgeCheck....................................................................................................................2.13 Unit 3: Developing a Volunteer Program Introduction ................................................................................................................................3.1 The Roles and Responsibilities of a Volunteer Program Director..............................................3.1 Steps in Developing a Volunteer Program.................................................................................3.3 Step1: Needs Analysis.............................................................................................................3.4 Activity: Volunteers and Emergency Management Activities....................................................3.7 Step 2: Writing Volunteer Job Descriptions ..............................................................................3.8 Activity: Writing a Volunteer Job Description ............................................................................3.9 Step 3: Recruiting Volunteers .................................................................................................3.10 Activity: Listing Recruitment Sources......................................................................................3.11 Activity: Developing a Recruitment Plan.................................................................................3.14 Activity: Writing a Recruitment Message ................................................................................3.17 Step 4: Placing Volunteers......................................................................................................3.18 Activity: Developing Interview Questions................................................................................3.26 Step 5: Training Volunteers ....................................................................................................3.27 Activity: Developing a Training Plan .......................................................................................3.32 Step 6: Supervising and Evaluating Volunteers......................................................................3.34 Activity: Developing an Evaluation Instrument........................................................................3.40 Step 7: Evaluating Volunteer Programs..................................................................................3.41 UnitSummary ..........................................................................................................................3.43 ForMore Information ...............................................................................................................3.43 KnowledgeCheck....................................................................................................................3.44 Developing and Managing Volunteers Page i CONTENTSTABLE OF Page Unit 4: Working with VOLAGS, CBOs, and Other Groups Introduction ................................................................................................................................4.1 The Role of the VOLAG/CBO Coordinator ................................................................................4.1 CoordinatingWith the VOAD .....................................................................................................4.2 Activity: Identifying Local VOLAGs ...........................................................................................4.6 Coordinating With CBOs and Businesses .................................................................................4.7 CaseStudy: Ice Storm............................................................................................................4.10 Activity: Identifying Local CBOs and Businesses....................................................................4.12 Activity: Developing a Strategy for Working With VOLAGs, CBOs, Businesses, andOther Groups ..............................................................................................................4.13 New Requirements: Incident Management and Coordination Systems..................................4.18 UnitSummary ..........................................................................................................................4.24 ForMore Information ...............................................................................................................4.24 KnowledgeCheck....................................................................................................................4.25 Unit 5: Special Issues Introduction ................................................................................................................................5.1 Dealing With Spontaneous Volunteers ......................................................................................5.1 AddressingLegal Issues............................................................................................................5.7 Activity: Consulting With Legal Counsel .................................................................................5.10 ManagingVolunteer Stress......................................................................................................5.11 UnitSummary ..........................................................................................................................5.12 ForMore Information ...............................................................................................................5.12 KnowledgeCheck....................................................................................................................5.13 Unit 6: Course Summary Introduction ................................................................................................................................6.1 Volunteers and Emergency Management..................................................................................6.1 Developing a Volunteer Program...............................................................................................6.2 Working With VOLAGs, CBOs, and Other Groups....................................................................6.8 SpecialIssues............................................................................................................................6.9 Managing Volunteer Stress......................................................................................................6.11 TheFinal Step..........................................................................................................................6.11 Appendix A: Job Aids Appendix B: Acronym List Developing and Managing Volunteers Page ii Course Overview COURSEOVERVIEW About This Course This course is one in the Federal Emergency Management Agency (FEMA's) Professional Development Series. It is designed for emergency management professionals with current or potential responsibility for managing volunteers or volunteer programs. This course offers training in identifying volunteer resources and recruiting, assigning, training, supervising, evaluating, and motivating volunteers. The course also focuses on coordinating with voluntary agencies (VOLAGs), Voluntary Organizations Active in Disaster (VOAD), community-based organizations (CBOs), such as church groups or food banks, professional groups, such as physicians and mental health counselors, and business and industry. It also addresses special issues, such as spontaneous volunteers, stress management for volunteers, and legal issues, such as workers' compensation, insurance, safety and risk management, and liability. Note: This course does not address volunteer firefighters (though technically they are emergency management volunteers) because of the vast scope of that topic. For more information about courses offered through the National Fire Academy visit the website at www.usfa.fema.gov/nfa. FEMA's Independent Study Program FEMA's Independent Study Program is one of the delivery channels that the Emergency Management Institute (EMI) uses to provide training to the general public and specific audiences. This course is part of FEMA's Independent Study Program. In addition to this course, the Independent Study Program includes other courses in the Professional Development Series (PDS) as well as courses in radiological emergency management, emergency manager hazardous materials, and disaster assistance. FEMA's independent study courses are available at no charge and include a final examination. You may test individually or through group training. Developing and Managing Volunteers Page 1 COURSE OVERVIEW FEMA's Independent Study Program (Continued) If you need assistance or if you have questions contact the Independent Study Program Administrative Office at: FEMA Independent Study Program Administrative Office Emergency Management Institute 16825 South Seton Avenue Emmitsburg, MD 21727 (301) 447-1200 Information about FEMA's Independent Study Program also is available on the Internet at: http://training.fema.gov and click on FEMA Independent Study Course Prerequisites Developing and Managing Volunteers has no prerequisites. Developing and Managing Volunteers Page 2 COURSEOVERVIEW Final Examination This course includes a final examination, which you must complete and submit to FEMA's Independent Study Office for scoring. To obtain credit for taking this course, you must successfully complete this examination and score a 75 percent or above. You may take the final examination as many times as necessary. When you have completed all units, you may submit the final examination online or order an opscan form and submit it via mail to the address above. To submit your answers online got to http:training.fema.gov, click on FEMA Independent Study and follow the link to the course. To order an opscan answer sheet go to http://training.fema.gov, click on Opscan Request and fill in the requested information. Follow the instructions on the form and submit the form to the Independent Study Program for scoring. Developing and Managing Volunteers Page 3 Unit 1 : Course Introduction COURSEUNIT 1: -•D • Introduction The use of volunteers has proven critical to emergency management. Both individual volunteers and established volunteer groups offer a wealth of skills and resources that can be used prior to, during, and after an emergency. Mobilizing the private sector can add significantly to emergency management programs. As an emergency management professional, your ability to work with volunteers before, during, and after an emergency can literally affect the lives and well- being of the local citizenry. Volunteers can impact—for better or worse—the ability of response agencies to do their jobs and can make a difference in how quickly the community is able to respond to and recover from a disaster. How to Take This Course This independent study self-instruction course is designed so that you can complete it on your own at your own pace. Take a break after each unit, and give yourself time to think about the material, particularly how it applies to your work as an emergency management professional and the volunteer situations you have encountered or anticipate encountering on the job. Developing and Managing Volunteers contains six units. Each of the units is described below. ■ Unit 1, Course Introduction, provides an overview of the course goals and objectives, and instructions on how to take the course. ■ Unit 2, Volunteers in Emergency Management, introduces the different types of volunteers and volunteer programs. The unit also addresses the benefits and challenges of involving volunteers, and compares creating a volunteer program to coordinating with Voluntary agencies (VOLAGs). ■ Unit 3, Developing a Volunteer Program, covers the key tasks involved in working with individual volunteers and the volunteer coordinator's role in developing and maintaining an effective volunteer program. Developing and Managing Volunteers Page 1.1 UNIT 1: COURSE INTRODUCTION How to Take This Course (Continued) ■ Unit 4, Working with VOLAGs, CBOs, and Other Groups, examines the role of a voluntary agency/community-based organization coordinator in identifying needs and coordinating with various groups to identify community needs and ensure that those needs are met during an emergency. This unit covers the role that Voluntary Organizations Active in Disaster (VOAD) plays as an umbrella organization for coordinating with the various agencies and recent changes to emergency planning requirements. ■ Unit 5, Special Issues, points out some of the universal special issues in volunteer management, including spontaneous volunteers, volunteer stress management, and legal issues such as safety, liability, insurance, and Workers' Compensation. ■ Unit 6, Course Summary, summarizes key concepts from the entire course. Activities This course will involve you actively as a learner by including activities that highlight basic concepts. It will also provide you with guidance on actions required in specific situations through the use of case studies. These activities emphasize different learning points, so be sure to complete all of them. Compare your answers to the answers provided following each activity. If your answers are correct, continue on with the material. If any of your answers are wrong, go back and review the material before continuing. Knowledge Checks To help you know when to proceed to the next unit, Units 2 through 5 are followed by a Knowledge Check that asks you to answer questions that pertain to the unit content, after which, the answers are given. When you finish each Knowledge Check, check your answers, and review the parts of the text that you do not understand. Do not proceed to the next unit until you are sure that you have mastered the current unit. Job Aids Throughout the course, you will find job aids designed to supplement the text. You can use the job aids during the course, and you will find them useful later, after you have completed the course. Developing and Managing Volunteers Page 1.2 COURSEUNIT 1: - • . • Appendixes In addition to the six units, this course includes appendixes that contain copies of all of the job aids presented in this course, as well as an acronym list. Final Examination This course includes a final examination, which you must complete and return to FEMA's Independent Study Office for scoring. To obtain credit for taking this course, you must successfully complete this examination with a score of 75 percent or above. You may take the final examination as many times as necessary. When you have completed all units, take the final examination online or use an opscan answer sheet . EMI will score your test and notify you of the results. Sample Learning Schedule Complete this course at your own pace. You should be able to finish the entire L-4 course—including pretest, units, knowledge checks, and final examination---in 7 6 5 approximately 10 hours. The following learning schedule is only an example, intended to show relative times devoted to each unit. Unit Suggested Time Unit 1: Course Introduction 11/2 hours Unit 2: Volunteers in Emergency Management 11/2 hours Unit 3: Developing a Volunteer Program 3 hours Unit 4: Working With VOLAGs, CBOs, and Other Groups 2 hours Unit 5: Special Issues 11/2 hours Unit 6: Course Summary 3/4 hour Developing and Managing Volunteers Page 1.3 UNIT 1: COURSE INTRODUCTION Ca..Study Case Study: The Importance of Volunteers to Emergency Management How critical is the ability to use volunteers in an emergency situation? The case study on the next page shows how important volunteers can be. Instructions: Read the following case study. As you read, think about how the organization of the volunteer management function in this community compares with that in your own community. Answer the questions that follow the case study. Then turn the page to check your answers against the answers provided. The United Way chapter in Peculiar, MO has been approached by the interagency network of community service agencies called Peculiar Community Cares (PeCom). PeCom believes strongly that it should address disaster preparedness and response in Peculiar. The members of PeCom feel that the United Way is the ideal agency to lead this effort. The United Way chapter has a strategic goal of taking a leadership role in the community. Coordinating and developing community resources to support disaster services is, therefore, a high priority. The staff and resources in this United Way community are nearly stretched to the limit. PeCom has promised a small amount of administrative funding for the United Way if it takes on this role. Volunteerism is a strong tradition in this community, and a number of nearby colleges have offered internships in community service. Questions: 1. What can or should the United Way do to address this community need in regard to volunteerism? 2. What would be the steps in the process of accomplishing the mission given to the United Way with regard to volunteerism? Developing and Managing Volunteers Page 1.4 COURSEUNIT 1: - • . • Answers Case Study: The Importance of Volunteers to Emergency Management (Continued) Answers to Case Study 1. What can the United Way do to address this community need in regard to volunteerism? The United Way can serve the important function as Volunteer Coordinator in Peculiar. As Coordinator, the United Way can help with: ■ Recruiting and maintaining a roster of volunteers. ■ Assessing skills. ■ Linking volunteers with other local service providers. ■ Coordinating volunteer services in an emergency. 2. What would be the steps in the process of accomplishing the mission given to the United Way with regard to volunteerism? Some steps that the United Way could take as Volunteer Coordinator include: 1. Convening a meeting among service providers (i.e., VOLAGs, CBOs, business and industry) to determine what services they can provide, agree on roles, and identify volunteer needs. 2. Developing common public awareness and recruitment materials. 3. Serving as a central point for volunteer inquiries, initial interest surveys, and skills screening. 4. Linking volunteers to agencies or organizations that match the volunteers skills interest with the organization's needs. 5. Coordinating services during and after emergencies. Developing and Managing Volunteers Page 1.5 UNIT 1: COURSE -•D • Course Goals In Developing and Managing Volunteers, you will learn how to work with volunteers and VOLAGs before, during, and after an emergency. This course will provide you with a foundation of knowledge that will enable you to: ■ Describe the differences between a Volunteer Program Manager and a VOLAG Coordinator. • Determine whether you need to coordinate volunteers or work with VOLAGs—or both. ■ Identify the skills and knowledge required of volunteers in emergency management programs. • Develop an action plan for recruiting, interviewing, training, supervising, and evaluating volunteers. ■ Develop a plan for working with VOLAGs, professional groups, and business and industry. • Identify special issues in volunteer management and at least one point of contact who can provide expertise in each issue area. Goal Setting What do you hope to gain through completing Developing and Managing Volunteers? Depending on your role in emergency management, your prior experience in working with volunteers, and your current level of expertise in these areas, your goals may be slightly different from those of other emergency management professionals. Clarifying your goals will help you gain the most from the time you spend completing this course. Take a few minutes to complete the following activity. Developing and Managing Volunteers Page 1.6 COURSEUNIT 1: - • . • Activity: Developing Personal Learning Goals Activity Purpose: The purpose of this activity is to help you develop personal goals for this course. Instructions: 1. Consider the following information: ■ The course goals. ■ Your own experience with volunteers. Reflect on emergencies in which you have participated, the volunteers who worked in those emergencies, and the outcomes. What have you learned—either positive or negative—from those experiences? 2. Think about what you would like to accomplish through this course. Then list three (or more) personal goals for improving your ability to develop and manage volunteers. Course Goals 1. 2. 3. Developing and Managing Volunteers Page 1.7 Ew Unit 2 : Volunteers in Emergency Management VOLUNTEERSUNIT 2: Introduction The United States has a long history of volunteerism—a history that has gotten stronger since the terrorist attacks of September 11, 2001. People of all ages and with all types of skills volunteer—and, with the President's emphasis on volunteerism, the current trend can be expected to continue. So what does this mean for your volunteer program? In a nutshell, it means that your volunteer program can become as important to your community as you make it. Americans want to volunteer. Your job will be to develop a program that matches volunteer skills to agency needs so that both the volunteer and your agency accomplish their goals. In this unit, you will learn about the different types of volunteers and volunteer programs. After completing this unit, you should be able to: ■ Define volunteer and voluntary agency (VOLAG) and draw distinctions between the two. ■ List three benefits of involving volunteers in your emergency management program. ■ Identify the three greatest challenges you face in developing a volunteer program. ■ Determine whether your community's needs are best met by developing a volunteer program or whether you should coordinate with VOLAGs—or both. Volunteers or Voluntary Agencies? We will begin by defining terms. Although you probably have a general Definition understanding of a volunteer as an unpaid worker, for the purposes of this course we will use The American Red Cross's definition: A volunteer is an individual who, beyond the confines of paid employment and normal responsibilities, contributes time and service to assist in the accomplishment of a mission. Developing and Managing Volunteers Page 2.1 UNIT 2: VOLUNTEERS IN EMERGENCY MANAGEMENT Volunteers or Voluntary Agencies? (Continued) Think for a moment about why people volunteer. Then, write several reasons for volunteering in the space below. People volunteer for a number of reasons, including wanting to: • Give back. • Share their abilities. • Develop new skills. • See a mission accomplished. • Network with people. The reasons people volunteer are as broad as the type of people who volunteer. Perhaps a good place to start, then, is by looking at the types of volunteers. Types of Volunteers Volunteers can be classified into four categories: 1. Professional. These are volunteers who are licensed or have a specialized skill. Professional volunteers include medical service providers such as physicians, nurses, emergency medical technicians; mental health professionals; lawyers; building contractors and inspectors; computer technicians; clergy; accountants, etc. These people may volunteer individually or as a group. Developing and Managing Volunteers Page 2.2 VOLUNTEERSUNIT 2: Types of Volunteers (Continued) 2. Unskilled. These volunteers do not already have the skills that could be useful to emergency management programs, but they do offer their time and can be trained. 3. Spontaneous. These are people who volunteer in the immediate aftermath of a disaster or an emergency. They may be skilled or unskilled and may be from the affected area or from outside the area. Channeling spontaneous volunteers—especially if they present in large numbers as they did in New York City following September 11—presents special management challenges. 4. Affiliated. These volunteers are attached to a recognized voluntary agency that has trained them for disaster response and has a mechanism in place to address their use in an emergency. A voluntary agency(or VOLAG) is an established organization whose mission Definition is to provide emergency services to the community through the use of trained volunteers. Examples of VOLAGs include The American Red Cross and many church-related agencies such as The Salvation Army, Mennonite Disaster Services, or the Southern Baptist Disaster Relief. Most, if not all, of these organizations have registered nonprofit (501(c)3) status, and many belong to the National Voluntary Organizations Active in Disaster (NVOAD). Refer to Job Aid 4.1 on page 4.5. In addition to VOLAGs, there are many CBOs (e.g., Meals on Wheels, Veterans of Foreign Wars (VFW), the Elks, and church groups) whose mission is not specifically disaster-related but that, nevertheless, can be an important source of volunteer services in an emergency. Furthermore, many businesses and corporations have volunteer programs that offer goods and services that communities can tap in emergency situations. Other sources of volunteers include: ■ Youth groups (e.g., from local churches, schools, or community recreation associations). ■ Retired persons (e.g., the American Association of Retired Persons (AARP)). With all of the potential sources of volunteers and volunteer services that are available, how do you decide what's best for your agency? The remainder of this unit will help you to decide. Developing and Managing Volunteers Page 2.3 UNIT 2: VOLUNTEERS IN EMERGENCY MANAGEMENT Creating a Volunteer Program vs. Coordinating With Voluntary Agencies (VOLAGs) One of the first decisions volunteer managers must make is whether to develop their own agency volunteer programs or to coordinate with volunteer groups that are already established in the community. To make this decision, it is important to consider both the positive and negative points of volunteer participation. Knowledge of the positive factors will help you enlist internal support and make your case to decision makers for a volunteer program. Awareness of the negatives can help you mitigate some of them with planning and view the situation realistically. Furthermore, if the positives do not outweigh the negatives in your particular situation, the decision not to develop or continue an agency volunteer program will be obvious. So let us examine both the challenges and benefits of working with volunteers. Involving Volunteers—Benefits and Challenges Think about some of the benefits you've realized in working with volunteers. Volunteers offer much more to emergency management than free labor. In fact, the benefits of involving volunteers are many. Volunteers: ■ Provide services more cost effectively. ■ Provide access to a broader range of expertise and experience. ■ Increase paid staff members' effectiveness by enabling them to focus their efforts where they are most needed or by providing additional services. • Provide resources for accomplishing maintenance tasks or upgrading what would otherwise be put on the back burner while immediate needs demand attention. • Enable the agency to launch programs in areas in which paid staff lacks expertise. ■ Act as liaisons with the community to gain support for programs. ■ Provide a direct line to private resources in the community. ■ Facilitate networking. ■ Increase public awareness and program visibility. Developing and Managing Volunteers Page 2.4 UNIT 2: VOLUNTEERS IN EMERGENCY MANAGEMENT Involving Volunteers—Benefits and Challenges (Continued) Along with the many benefits of involving volunteers, there are also challenges—some real and some perceived—around working with volunteers. ■ Training and supervision of volunteers take a lot of time. ■ Volunteers do not stay, so the time spent training them is wasted. ■ Technically competent people do not volunteer. ■ Volunteers threaten paid staff by competing with them. ■ Volunteers lower professional standards. ■ Volunteers become territorial and/or attempt to take over. ■ Insurance rates will increase. ■ Volunteers are not available during business hours. ■ Using volunteers interferes with the ability to negotiate for additional funding or new paid staff positions. Note that training and supervision is an actual challenge inherent with both volunteers and paid staff. Many of these challenges often boil down to misperceptions or are a result of poor planning and management. Common complaints of both volunteers and paid staff are shown on the next page. As you read them, think about how many of them represent genuine challenges and how many are the result of poor management. Developing and Managing Volunteers Page 2.5 UNIT 2: VOLUNTEERS IN EMERGENCY MANAGEMENT Involving Volunteers—Benefits and Challenges (Continued) Volunteer Complaints Staff Complaints ■ I'm always told what to do but never asked to ■ Volunteers will take salaried jobs. participate in planning the work. ■ Volunteers will do a poor job and I'll get the ■ Salaried staff gets or takes the credit for my blame and have responsibility for cleaning it good ideas. up. ■ No one says, "Thank you." ■ Volunteers will do a great job and I'll look less ■ 1 always seem to get the "grunt work." effective. ■ 1 never get feedback on my work. ■ Volunteers are amateurs. ■ Salaried staff is always given the benefit of the • Volunteers gossip; they don't understand doubt in any dispute. confidentiality. ■ Can't I have a title other than "Volunteer?" ■ Volunteers are not dependable. ■ 1 always have to search for a place to do my ■ Volunteers will lower professional standards. work. There is nowhere to store my work from ■ Volunteers get all the recognition. week to week. As you review both volunteer and staff complaints, you should note that all can be mitigated by effective planning and management. For example, one common theme is an "us vs. them" mentality between staff and volunteers. Knowing that this potential exists enables you to address this issue actively by: ■ Treating volunteers with respect. Remember that people volunteer for a number of reasons, but none of them involve being treated poorly. Recognize all that volunteers can offer, and treat them with the respect they deserve. ■ Conducting teambuilding activities with volunteers and staff. All organizations work better when their personnel work together. Conducting simple activities and discussions to air differences and emphasize the importance of working toward a common goal will benefit both the staff and volunteers—and improve the overall emergency management function. ■ Reducing the perceived threat to staff members by educating them about the benefits that volunteers provide to them as well as to the agency. If managed well, volunteers will make the paid staff's jobs easier by allowing them to focus on the parts of their jobs that only they can do. Developing and Managing Volunteers Page 2.6 UNIT 2: VOLUNTEERS IN EMERGENCY MANAGEMENT Involving Volunteers—Benefits and Challenges (Continued) Some of the benefits to staff of working with volunteers are listed below: ■ Supervising volunteers can demonstrate managerial ability. ■ Supervising volunteers can provide on-the-job experience for employees seeking promotion to managerial positions. • Volunteers can reduce the overall workload for everyone. • Volunteers can do tasks that staff does not have time to do. The checklist on the next page will help you determine your organization's volunteer-staff climate. Developing and Managing Volunteers Page 2.7 UNIT 2: VOLUNTEERS IN EMERGENCY MANAGEMENT Job Aid 2.1: Checklist for Determining Volunteer-Staff Climate Instructions: Review each of the statements listed below and mark those that you think accurately reflect the climate in your organization. When you finish, review the list. If only a few boxes are checked, you have some work to do to develop a healthy volunteer program. ❑ My agency is stable, healthy, and free of conflict and survival tension. ❑ Top management has issued a clear, specific, forceful policy statement, assigning high priority to involving volunteers in the agency. ❑ Roles of staff and volunteers are clearly defined and distinguished, both generally and in terms of specific tasks. ❑ Most volunteer job descriptions are based on staff work assistance needs; information about these needs is provided by staff members themselves. ❑ We have a wide variety of volunteer jobs and roles from which staff may select those they are most comfortable with. ❑ Our goals for increased participation of volunteers are realistic. ❑ A significant, well-planned part of volunteer training emphasizes sensitivity and sympathy to staff problems. ❑ Volunteers are rewarded and recognized only in conjunction with their staff supervisor. ❑ Staff receptivity to volunteers is carefully diagnosed; volunteers work primarily with receptive staff. ❑ We have a system of concrete, specific rewards for staff and volunteers who work productively with one another. ❑ Receptivity to and experience with volunteers are two of the criteria actively used in recruiting and selecting new staff. ❑ We have a well-planned program for orienting and training staff to work with volunteers. This checklist is adapted from the Volunteer Staff Relations Diagnosis form in Winning with Staff: A New Look at Staff Support for Volunteers by Ivan Scheier, 1978. Developing and Managing Volunteers Page 2.8 UNIT 2: VOLUNTEERS IN EMERGENCY MANAGEMENT Involving Volunteers—Benefits and Challenges (Continued) Many perceived obstacles about using volunteers are actually misperceptions and the result of poor planning and/or management. You may face very real challenges when developing a volunteer program in your agency, such as a sparse population spread over great distances (in rural areas) from which to draw volunteers. Even these challenges can often be overcome (for example, through the use of technology in rural areas) through adequate planning, good management, and some creativity. Example: Read the scenario below and decide whether it is illustrative of an obstacle to involving volunteers. Scenario: You have received reports that one of your volunteers is becoming confrontational with victims coming in to inquire about disaster assistance. After speaking with the volunteer, you learn that she has lost a family member in the disaster. How would you handle this situation? Scenario Answer: This scenario does not involve an obstacle but is a misperception. Managing all personnel—whether paid or volunteer—entails the potential for personal issues. This reality is not a challenge to involving volunteers per se but a corollary of working with people in general. Probably the best way to handle this volunteer is to refer her to a counselor and reassign her to a job in which she does not have to deal directly with victims. Developing and Managing Volunteers Page 2.9 UNIT 2: VOLUNTEERS IN EMERGENCY MANAGEMENT Volunteers? Or Voluntary Agencies? In some cases, the challenges of involving volunteers may, in fact, outweigh the benefits. It may be better to work through VOLAGs—at least until you can work through the challenges and create a better program that will meet the needs of both the agency and the volunteer. Be sure you understand the responsibilities, mission, and capabilities of the voluntary agencies you may want to access. Establishment of good working relationships with the VOLAGs will enable you to understand which agency may be able to assist you as well as understand their agency needs, capabilities, and limitations. The activity that follows asks you to think about the benefits and challenges in your specific situation of developing or maintaining your own volunteer program vs. coordinating with VOLAGs. Developing and Managing Volunteers Page 2.10 UNIT 2: VOLUNTEERS IN EMERGENCY MANAGEMENT Activity: Benefits and Challenges of Using Volunteers Activity Use the questions below to compare the relative advantages and disadvantages of developing and/or maintaining your own agency volunteer program versus coordinating with VOLAGs and CBOs in your community for volunteer services. 1. How have you used volunteers in the past? 2. How successful have volunteer efforts been? 3. How willing are individuals to volunteer in the community? 4. What VOLAGs and CBOs are present in your community that you could coordinate with for needed volunteer services? 5. What are three benefits of having your own volunteers in your particular agency situation? 6. In the left column below, list the three greatest challenges you can foresee to developing (or maintaining, if you already have one) your own agency volunteer program. Then, in the right column, write the resource(s) you have to overcome each challenge. Challenge Resource(s) Example: Training VOLAG training manuals/programs 1. 2. 3. Developing and Managing Volunteers Page 2.11 VOLUNTEERSUNIT 2: Unit Summary This unit provided an overview of the benefits and challenges of involving volunteers in emergency management. It also asked you to begin considering whether developing and/or maintaining your own agency volunteer program or coordinating with existing VOLAGs would be best for your situation. To help you further explore that question, the next unit examines what is involved in developing and maintaining a volunteer program. Reference For More Information Library Volunteer Management Links ■ National Voluntary Organizations Active in Disaster http://www.nvoad.org/ ■ Association for Volunteer Management http://www.avaintl.org/ ■ AVA Bibliography http://www.avaintl.org/resources/bibliographV.html#2 ■ AVA Links http://www.avaintl.org/resources/links.html ■ Volunteer Management/Service Leader Resources http://www.serviceleader.org/manage/ ■ DOVIA Volunteer Management Reference Guide http://www.regis.edu/spsmnm/dovia/do04OOl.htm ■ USA Freedom Corps http://www.usafreedomcorps.gov/ Developing and Managing Volunteers Page 2.12 UNIT 2: VOLUNTEERS IN EMERGENCY MANAGEMENT Knowledge Check ffCheck Select the best answer. Turn the page to check your answers. 1. The main benefit of involving volunteers is that they provide free labor. a. True b. False 2. Tension between paid staff and volunteers is inevitable. a. True b. False 3. Most perceived challenges to the use of volunteers are actually: a. Accurate. b. Misperceptions. c. Poor management. d. Matching volunteers to the wrong job. 4. One benefit to staff of involving volunteers is that they can be assigned all of the unpopular jobs. a. True b. False 5. One strategy for improving the staff-volunteer working climate is to treat both staff and volunteers with equal respect and consideration. a. True b. False Developing and Managing Volunteers Page 2.13 UNIT 2: VOLUNTEERS IN EMERGENCY MANAGEMENT Answers Knowledge Check (Continued) 1. b 2. b 3. b 4. b 5. a Developing and Managing Volunteers Page 2.14 MW Unit 3 : Developing a Volunteer Program DEVELOPING A VOLUNTEER - • Introduction In this unit, you will learn about the key tasks required to develop a volunteer program and work with individual volunteers. After completing this unit, you should be able to: ■ Describe the roles and responsibilities of a Volunteer Program Director. ■ Determine how volunteers can be used most beneficially in your program to meet your agency's needs. ■ Design a volunteer program. ■ Write a volunteer job description. ■ Develop a strategy for recruiting, assigning, training, supervising, and evaluating volunteers. The Roles and Responsibilities of a Volunteer Program Director If your agency chooses to develop and/or manage its own agency volunteer program, it will no doubt need one person to be in charge of the program (referred to here as the Volunteer Program Director). Whether that person is you or someone that you coordinate with, the Volunteer Program Director's responsibilities should include: ■ Planning for volunteer involvement. ■ Overseeing the implementation of the overall volunteer strategy. ■ Setting volunteer program policy, perhaps in conjunction with a committee. ■ Developing and managing the volunteer budget. (Don't forget the cost of developing training manuals, Standard Operating Procedures (SOPs), etc.) ■ Promoting and publicizing the volunteer program. Developing and Managing Volunteers Page 3.1 DEVELOPING -O The Roles and Responsibilities of a Volunteer Program Director (Continued) ■ Recruiting, selecting, assigning, training, and supervising the volunteers. ■ Coordinating with staff and programs with which the volunteers interface. Each of these tasks should be developed as part of the process of volunteer program design. One way to ensure that you have the most professional volunteer program possible is to encourage your Volunteer Program Director or Voluntary Agency Coordinator (to be discussed in Unit 4) to get certified by the Association for Volunteer Administration (AVA). AVA is the international professional association that awards the Certified in Volunteer Administration (CVA) credential. For further information contact: The Association for Volunteer Administration P.O. Box 32092 Richmond, VA 23294 Avaintl mindspring.com (804) 346-2266 Volunteer Program Structure Before you start working with individual volunteers, you must step back and look at the big picture. In other words, consider the mission of your agency and look at what tasks are not getting done because of staffing shortfalls. You should then do a needs analysis to identify possible volunteer roles to fill tasks to be done; establish job descriptions; recruit, place, train, supervise and evaluate the individual volunteers; and evaluate your volunteer program. You should plan on a minimum of 6 months when developing a volunteer program from the beginning. Depending on how many volunteers will be recruited, the skills they bring to the job, and the amount of training they require, it could take much longer. Developing and Managing Volunteers Page 3.2 DEVELOPING A VOLUNTEER - • Steps in Developing a Volunteer Program There are seven steps in developing your volunteer program, including several that concern working with individual volunteers. One goal of performing the activities in the steps is to get you started on creating products tailored to your own use when you return to your workplace and work with volunteers. The steps are: 1. Agency and Program Needs Analysis 2. Writing Volunteer Job Descriptions 3. Recruiting Volunteers 4. Placing Volunteers 5. Training Volunteers 6. Supervising and Evaluating Volunteers 7. Program Evaluation Developing and Managing Volunteers Page 3.3 DEVELOPING -O Step 1: Needs Analysis Before beginning the process of developing a volunteer program, you must determine the needs of your agency or organization. In other words, what functions do you need volunteers to perform within your agency? Defining agency needs involves: ■ Considering the agency's mission. What is the agency's mission? How well does it meet that mission? (This step may require completing a community emergency management needs analysis, especially if your agency does not have a well-defined mission statement.) ■ Looking at current staffing resources and areas of shortfalls where volunteers may be able to help. What tasks are consistently relegated to the back burner because there is never enough time or personnel to do them? What good ideas are not being implemented for the same reasons? What portions of the agency's mission could be accomplished better if more resources were available? ■ Describing: • Tasks that need to be done. • The skills, knowledge, and abilities necessary to do the tasks. • Additional resources (e.g., equipment, office space) needed. Job Aid 3.1 includes a checklist of Basic Criteria for Developing a Volunteer Job. Use this checklist as a guide to determining whether functions or positions could be filled by volunteers. When designing jobs for volunteers, keep in mind that the jobs should reflect not only the needs of your agency but of volunteers as well. Volunteers' needs include the desire to contribute and make a difference, social needs to interact with other people, an interest in (and the ability to perform) the job itself, and desire to learn new skills. Consider how marketable the potential job is to volunteers. Making the hours flexible and including resume-building opportunities are two ways to make a job more attractive to potential volunteers. Developing and Managing Volunteers Page 3.4 DEVELOPING A VOLUNTEER - • Step 1: Needs Analysis (Continued) A well-defined job description is also a valuable tool for the Volunteer Program Director. A good job description is: ■ The first step in the recruitment process. Identifying and defining needs helps to target volunteers to fill those needs. ■ A tool for marketing the agency's need to potential volunteers. ■ A focal point for interviewing, screening, and selection. ■ The basis for performance evaluation. When planning for volunteer involvement, don't forget to identify and address concerns that paid staff may have about working with volunteers. Involve them in the development of the volunteer program through such tasks as: ■ Writing volunteer program policy and job descriptions. ■ Volunteer training. Involving paid staff gives them a stake in making the volunteer program succeed. Developing and Managing Volunteers Page 3.5 DEVELOPING A VOLUNTEER - • Job Aid 3.1: Basic Criteria for Developing a Volunteer Job* ❑ Is the work to be done meaningful? Is it useful and significant to the agency? ❑ Can the need for the job be explained to a potential volunteer? ❑ Can the work be done by volunteers? Can it be reasonably split into tasks that can be done on a part-time basis? Are the skills needed likely to be available from volunteers, or can volunteers be easily trained in that area? ❑ Is it cost-effective to have the job done by volunteers? Will you spend more time, energy, and money to recruit, orient, and train volunteers than you would if you hired new staff? Is volunteer involvement to be on a long-term or short-term basis? ❑ Is a support framework in place for a volunteer program? Do you have: ■ A volunteer manager? • A volunteer policy? ■ Insurance covering volunteers? ❑ Are paid staff willing to work with volunteers? Do they understand their roles in relation to volunteers? ❑ Can you identify volunteers with skills to do the job? ❑ Will volunteers want to do this job? Is it rewarding and interesting, or have you simply tried to get rid of work that no one would really want to do, paid or unpaid? ❑ Do you know what you will do with the volunteers when you have them? To whom will they report? Do you have adequate space for them to work in? ❑ Is the agency committed to the involvement of volunteers—or is someone just looking for a quick fix? *Adapted from 101 Ideas for Volunteer Programs, Steve McCurley and Sue Vineyard, 1986. Developing and Managing Volunteers Page 3.6 DEVELOPING -O Activity: Volunteers and Emergency Management Activities Activity This activity will provide an opportunity for you to think about the roles that volunteers could play in each of the five phases of emergency management activities. Complete the matrix below. One example in each phase has been suggested to get you started. EM Phase Potential Volunteer Roles Prevention Organize a local Neighborhood Watch program. Preparedness Organize local disaster preparedness drills. Response Answer emergency helplines. Recovery Assist disaster victims with filling out insurance forms and/or registering for State or Federal aid. Mitigation Develop materials to educate the public to potential mitigation methods or present mitigation suggestions—protective actions such as anchoring water heaters and shelves to a community that is at risk from an earthquake. Developing and Managing Volunteers Page 3.7 DEVELOPING • PROGRAM Step 2: Writing Volunteer Job Descriptions When you have completed your needs analysis, your next task is to develop a job description for each position that you have identified. Because a job description may be used as a legal document, it should be as complete as possible—and you should have it reviewed by legal counsel before you begin recruiting volunteers for the position. When developing a job description, think about: ■ The purpose of the job. How will the position help your agency achieve its mission? ■ The mob responsibilities. What primary tasks will you expect the volunteer to do? What occasional tasks will you expect? ■ Job qualifications. What knowledge, skills, and abilities (KSAs) are required for the job? Should the volunteer have attained a certain education level to be successful? ■ To whom the volunteer will report. Will he or she report directly to you? To a member of your staff? To another volunteer? ■ The time commitment required for the position. How many hours each week are required to ensure that the job responsibilities can be accomplished within a reasonable timeframe and without undue stress? ■ The length of the appointment. How long will the position be required? Is the job open-ended or is it a position that is only required during an emergency? ■ Who will provide support for the position. Will the volunteer work independently or will he or she rely on others in the organization (e.g., publications, outreach)? ■ Development opportunities. Is formal training available or required for the position? What are the possibilities for advancement? Considering each of these factors will help you develop a solid job description and make developing a recruitment strategy easier. A sample format for a job description is shown as part of the activity on the next page. Developing and Managing Volunteers Page 3.8 DEVELOPING A VOLUNTEER - • Activity: Writing a Volunteer Job Description Activity This activity will provide an opportunity for you to write a volunteer job description. Select one of the volunteer roles you identified in the previous activity. Then, fill in the sample form*below to define the job. Job Title Purpose Describe the purpose of the job in terms of your agency's goals or the benefits to the community. Responsibilities List 3-5 major duties. Qualifications List education, experience, knowledge, and/or skills required. Reports to Be sure the volunteer is aware of who their boss is. Time Number of hours per week required. State if flexible. Commitment Length of Specify if open-ended or of limited duration. Appointment Relationships Who will the volunteer work with or receive support from? Support List equipment provided, travel reimbursement, training, workspace, etc. Provided Development List training, conferences, seminars, and other opportunities. Opportunities *Adapted from The American Red Cross's Volunteer Administration Manual. Developing and Managing Volunteers Page 3.9 DEVELOPING A VOLUNTEER PROGRAM Step 3: Recruiting Volunteers The critical step in getting your program started is getting the right volunteers to fill the jobs. Recruitment can be broad-based (general) or targeted (selective). Use a broad- based recruitment effort when there is a need for a large number of individuals for jobs that require commonly possessed skills—for example, if you need many volunteers in a potential flood emergency to place sandbags on the banks of a rapidly rising river. You can also use general recruitment when you need a wide variety of skills. Broad-based appeals for volunteers can be made to the general public through mass media outlets. The President's call for volunteers to join the Freedom Corps is a good example of broad-based recruitment. Use targeted recruitment when you are looking for volunteers with specific skills to do specific jobs. In the case of targeted recruitment, an appeal is usually made to a targeted group through specialized media, such as association newsletters, or through personal contact. Targeted recruitment is usually more effective than general recruitment. A good example of targeted recruitment is medical research facilities that recruit volunteers who have specific health conditions for drug-trials. Determining whether recruitment should be broad-based, targeted, or a combination of both will help you develop a recruitment strategy. Developing a Recruitment Strategy The next task in recruitment is to investigate the marketplace of potential volunteers and develop a recruitment strategy. Some ways to develop a recruitment strategy include: ■ Developing a short list based on what you know about the volunteers you are trying to reach. ■ Determining ways to reach those volunteers. Some possibilities include: • Networking with businesses and community groups. • Identifying organizations that have an impact on your agency, or, conversely, groups that your agency impacts. Determining who has what you need will enhance your recruitment efforts. • Analyzing what is being done by other agencies to recruit effectively and identifying ways to make your agency more attractive to volunteers. Developing and Managing Volunteers Page 3.10 DEVELOPING A VOLUNTEER - • Activity: Listing Recruitment Sources naiviry In the space below,jot down some ideas of groups that you might network with and places to recruit. Source Potential Roles Developing and Managing Volunteers Page 3.11 DEVELOPING A VOLUNTEER - • Activity: Listing Recruitment Sources (Continued) Some potential sources for volunteers are shown below. The roles that these volunteers could fill are very broad. Source ■ High schools ■ Colleges and Universities ■ Alumni associations ■ Businesses ■ Churches ■ Civic groups ■ Professional organizations ■ Service clubs ■ Fraternal clubs ■ Social service agencies ■ Trade associations ■ AARP (or other senior citizen groups) ■ YMCA and YWCA ■ Community or neighborhood groups ■ Parent-Teacher Associations (PTA) ■ Tenant councils ■ Toastmasters ■ Volunteer centers Spend time thinking about the types of volunteers you need and how those volunteers may be reached. Spending time up front can save both time and money later. Developing and Managing Volunteers Page 3.12 DEVELOPING A VOLUNTEER - • Activity: Developing a Recruitment Strategy (Continued) Finally, select one or more media that are likely to reach the volunteers you want. When selecting media: • Be sure to match the media outlets to the probable demographics of your targeted group. For example, while some senior citizens may listen to heavy-metal radio stations, most probably don't. It would be more effective to recruit senior citizens via newspapers or senior citizens groups. ■ Select the media types that are within your budget. Television time is more expensive than radio time, and both are more expensive than newspaper space. If other factors are equal, why pay more? Careful selection of the media you intend to use can enhance your opportunities for reaching the audience you want. For more information about selecting media, refer to the Effective Communication self-instruction course (IS 242), which is available at http://training.fema.gov and click on FEMA Independent Study Developing and Managing Volunteers Page 3.13 DEVELOPING A VOLUNTEER - • Activity: Developing a Recruitment Plan naiviry This activity will provide an opportunity for you to develop a recruitment plan. Using the same volunteer job, write a recruitment plan in the space provided below. Element prompts are included to guide you. Volunteer Position [Assume use of job description from activity on writing a job description] Targeted Audience Medium Developing and Managing Volunteers Page 3.14 DEVELOPING A VOLUNTEER - • Developing a Recruitment Message After you have determined who and where to recruit, the next task is to write a message that will reach your potential volunteers, keeping in mind what needs of volunteers you are appealing to. Also keep in mind what medium you are writing for, as the medium will affect how you write the message (e.g., the length, whether you need to include a visual element, etc.). Regardless of the medium selected, the message should include these elements: • An opening that will catch the audience's attention. • A statement of the need: What is the problem? • A statement of the solution: How volunteers can meet the need. • A statement to address the listener's question as to whether he or she can potentially do this job. ■ What's in it for the volunteer? ■ A contact point to get involved. Developing and Managing Volunteers Page 3.15 DEVELOPING A VOLUNTEER - • Developing a Recruitment Message (Continued) Read the following recruitment message, and think about whether it would be effective based on the criteria listed above. Also, think about what needs of volunteers it might be appealing to. You may never work harder, get dirtier, or get paid less, but this could be the best job you never got paid to do. Every year, fires, floods, tornadoes, and other natural disasters randomly strike thousands of families, sometimes near your home. Lives are changed forever. Families lose homes—and worse. We can't change history. But, with your help, we can make it a little easier for disaster victims to get from today to tomorrow. It's not a job for everybody. It takes commitment. It takes training. But, if you're in good health and you're willing to help, you can become part of the cadre of trained Red Cross volunteers who are swiftly mobilized when disasters strike near home. You can be part of the community. You can meet other people who care. You can be ready when disasters strike. To find out how, call your local Red Cross office.* Notice that the above message contains an attention-grabbing opening ("...the best job you never got paid to do."). It defines the need (disaster response). It specifies the solution (Red Cross volunteers). It holds out the possibility that the listener can do the job ("If you're in good health and you're willing to help...") In addressing benefits to the audience, it appeals to potential volunteers' need to make a difference ("...with your help, we can make it a little easier...") and social need for affiliation ("You can be part of the community. You can meet other people who care.") Finally, it specifies a contact ("your local Red Cross office"). In the two activities that follow, you will develop a recruitment plan, then write your own recruitment message. *From The American Red Cross's pamphlet, "Be a Red Cross Disaster Volunteer." Developing and Managing Volunteers Page 3.16 DEVELOPING A VOLUNTEER - • Activity: Writing a Recruitment Message naiviry This activity will provide an opportunity for you to write a recruitment message. Use the volunteer job description you wrote in the previous activity and write a recruitment message in the space below. Prompts for the necessary elements are included to guide you. "Catchy" Opening Need Solution Address listener's question about his/her ability to do the job Benefits Contact Point Developing and Managing Volunteers Page 3.17 DEVELOPING A VOLUNTEER - • Step 4: Placing Volunteers Placing volunteer applicants into the appropriate job involves two processes: ■ Screening ■ Interviewing Screening All volunteers should receive some level of screening to ensure that they are a good enough fit for the job to warrant an interview. The intensity of the screening is determined by the amount of risk associated with the position for which the volunteer is applying. Job risk factors include: ■ Amount of time the volunteer will spend unsupervised. ■ Work with vulnerable populations (e.g., children, the elderly, people with disabilities). ■ Requirement to handle funds. ■ Requirement to operate a vehicle. ■ Level of physical risk to the volunteer. High-risk jobs involving working with vulnerable populations or handling money generally require a criminal background check as part of the screening process. Common screening tools include: ■ The application. The application is the initial screening tool because it asks for information about the volunteer's background that can be used to determine whether the applicant has the necessary experience and/or skills to be matched to the available job. The application also provides basic information and should include a consent form, both of which are necessary for more intensive screening. The consent form should ask the applicant to: • Verify that the information provided is accurate. • Waive the right to confidentiality for screening-related purposes. • Consent to the types of screenings to be conducted (e.g., reference check, criminal records check, etc.). Job Aid 3.2 on page 3.22 presents a sample application. Developing and Managing Volunteers Page 3.18 DEVELOPING A VOLUNTEER - • Screening (Continued) ■ A reference check. Although reference checks should never be the main screening tool, they can be very useful. Questions to ask references include: • How long and in what capacity have you known the applicant? • How would you describe the applicant? • How does the applicant relate to coworkers, youth, and people in authority? • How does the applicant manage stress and/or conflict? • Is there anything else you would like to tell me about the applicant? • If you had the opportunity to work with the applicant again, would you? It is important to attempt to speak directly to the reference contact. Assure him or her that the applicant has signed a release for this information. ■ Professional license, criminal background and child abuse clearance checks. These types of checks are frequently mandated by Federal, State, or local laws. However, even if not required, conducting these checks is prudent, especially for high-risk positions. Be sure to verify that motor vehicle and professional licenses are current and valid in the jurisdiction in which the services are to be rendered. For positions involving work with youth, obtain a child abuse clearance. For positions involving funds management, obtain a criminal background check. Be aware, however, that these checks have limitations. For example: • Name searches will not find aliases. • Out-of-State records may not be included. • Some departments may not be permitted to release information. • Only convictions are recorded, not charges, which may have been dropped, regardless of guilt. For potential volunteers who pass all screening requirements, the next step is the interview. Developing and Managing Volunteers Page 3.19 DEVELOPING A VOLUNTEER - • Interviewing The interview is also a screening tool—a two-way tool. Often, the applicant is still deciding whether or not to volunteer when he or she is interviewed. For this reason, it is important to ensure that your agency makes a good first impression. The interview should take place as soon as possible after the potential volunteer applies (but after initial screening is complete) so as not to leave him or her dangling. If possible, a satisfied volunteer should participate in the interview. When interviewing volunteers the interviewer is marketing the organization as well as determining whether the applicant is a good fit for the job. The interviewer, therefore, should be equipped with some basic tools to conduct an effective interview: ■ The potential volunteer's application. ■ A form for recording the interview. Job Aid 3.3 on page 3.24 presents a sample form. ■ A list of open-ended questions to ask the applicant. (Possible questions are included on the sample interview recording form.) ■ Information about the agency and about current volunteer opportunities. One good approach to conducting an interview is to compose a panel of three informed stakeholders rather than just a single interviewer. An opening question might be "What brings you to apply for this job?" The goal of the interview should be to determine the applicant's skills and motivation for volunteering and to match the applicant with a position, if desirable. Other goals include: ■ Answering the applicant's questions. ■ Identifying undesirable candidates. Careful attention at this point may eliminate problems later. Developing and Managing Volunteers Page 3.20 DEVELOPING • PROGRAM Interviewing (Continued) It is important to be aware that there are a number of questions that legally may not be asked during an interview. These include questions about: ■ Race, national origin, or birthplace. ■ Marital status. ■ Religious affiliation. ■ Credit card or home ownership. ■ Age, height, or weight. ■ Pregnancy or childcare arrangements. ■ Arrest record (but criminal background checks are permissible). ■ Discharge from military service. ■ Length of residency in the community. ■ Health. The exception is a specific question about whether the applicant is able to perform a specific physical task required by the job (e.g., lift 50 Ibs.). In general, do not ask anything that is not directly related to the ability of the applicant to perform the specific volunteer job. The interview should result in a recommendation for further action—either for placement, additional screening, or rejection if it is obvious that your agency cannot benefit from the applicant's services, or if concerns arise that could be detrimental to the agency. If the applicant is rejected, do not refer him or her to another agency without contacting that agency first. Developing and Managing Volunteers Page 3.21 DEVELOPING A VOLUNTEER - • Job Aid 3.2: Sample Application Name: Address: City: State: Zip: Phone: (Home) (Work) Contact in an emergency: Phone: I. Skills and Interests Education: Degree Institution Dates attended License(s) held: Language(s) spoken fluently: Hobbies, skills, and interests: Occupation: Employer: Address: Phone: II. Experience (paid and volunteer, beginning with the most recent): Position Organization Dates III. Volunteering Preferences Is there a particular type of volunteer work in which you are interested? [A checklist of options can be included here.] Availability (days and hours): Do you have access to a vehicle that you can use for volunteer work? Yes No How did you hear about our agency? Developing and Managing Volunteers Page 3.22 DEVELOPING A VOLUNTEER - • Job Aid 3.2: Sample Application (Continued) IV. References Give the names and contact information for three people (not relatives) who know you well and can attest to your character. V. Verification and Consent for Reference and Background Check I verify that the above information is accurate to the best of my knowledge. I give [name of agency] permission to inquire into my educational background, references, licenses, police records, and employment and/or volunteer history. I also give permission to the holder of any such information to release it to [name of agency]. I hold [name of agency] harmless of any liability, criminal or civil, that may arise as a result of the release of this information about me. I also hold harmless any individual or organization that provides information to the above-named agency. I understand that [name of agency] will use this information only as part of its verification of my volunteer application. Name (please print) Social Security Number Signature Date Witness Date Developing and Managing Volunteers Page 3.23 DEVELOPING A VOLUNTEER - • Job Aid 3.3: Volunteer Interview Record* Name of Volunteer Interviewer Date I. Review of Application Form II. Questions 1. Why do you want to volunteer with our agency? 2. What would you like to gain from volunteering here? 3. What have you enjoyed most about your previous work? What have you enjoyed least? 4. Would you rather work by yourself, with a partner, or with a group? Why? 5. What kind of supervision do you prefer? 6. What questions can I answer for you? III. Match with Volunteer Positions Discuss potential volunteer positions and check match of interest, qualifications, and availability. Ask if there are any physical limitations. Developing and Managing Volunteers Page 3.24 DEVELOPING -O Job Aid 3.3: Volunteer Interview Record* (Continued) To be completed after the interview. IV. Interviewer Assessment Appearance: Disposition: Interpersonal skills: Reactions to questions: Physical restrictions: V. Recommended Action Place as Consider/Hold in reserve for the position of Investigate further Refer to Not suitable for agency at this time VI. Notification Volunteer notified of agency decision by (method) on (date) *Adapted from Volunteer Management: Mobilizing All the Resources of the Community, Steve McCurley & Rick Lynch, 1996, p. 213. Developing and Managing Volunteers Page 3.25 DEVELOPING A VOLUNTEER - • Activity: Developing Interview Questions naiviry This activity will provide an opportunity for you to develop questions to ask of potential applicants. For the volunteer position you selected in the previous activity, write five appropriate interview questions in the space provided below. Developing and Managing Volunteers Page 3.26 DEVELOPING A VOLUNTEER - • Step 5: Training Volunteers After interviews are complete and volunteers are brought on board, the next step in their development involves training. There are important correlations between training and volunteer satisfaction and effectiveness. Thus, a well-planned training program is critical to volunteer performance and retention. Proper training can also: • Save lives. • Protect property. • Reduce suffering. ■ Diminish vulnerability to lawsuits. Orientation Training the volunteers you have placed begins with orientation. There are two levels of orientation: ■ Agency orientation. ■ Job-specific orientation. Components of a successful orientation to the agency include: ■ The mission of the agency and the agency's relationship to the community and other community agencies. ■ The agency's values. ■ Agency procedures and issues. ■ The role of volunteers in the agency. These components can be addressed through a group presentation of a videotape and/or various speakers, including a person who holds a senior position in your agency (for the agency's mission), outside experts (for special issues, such as liability), and current volunteers (for the role of volunteers). Agency procedures can also be addressed by giving each volunteer a policy and procedures manual. Developing and Managing Volunteers Page 3.27 DEVELOPING A VOLUNTEER - • Orientation (Continued) (Note: Agency policies and procedures should be discussed, even if a policy and procedures manual is distributed. Discussion of key policies and procedures eliminates uncertainties about what is important and why and allows the new volunteers to ask questions or get clarification on policies and procedures they do not understand.) Consider making the orientation part of a fun activity, such as a potluck dinner for new volunteers. Such an event sets a welcoming tone and gives the new volunteers a social opportunity to meet staff and other volunteers informally. Job Aid 3.4 on the following page is an Orientation Checklist that you can use in planning a volunteer orientation. Developing and Managing Volunteers Page 3.28 DEVELOPING • PROGRAM Job Aid 3.4: Orientation Checklist Before the volunteer(s) arrive(s): Prepare paid staff. Assign a one-on-one mentor. Set up the video presentation and/or confirm date and time with speakers. Collect necessary items (handbook or manual, I.D. tags, etc.). On arrival: Welcome the volunteer(s). Introduce the volunteer(s) to the staff(paid and volunteer). Review administrative details (phones, parking, restrooms, breaks and lunch, check in/out procedures, etc.). Optional: Give a tour of the facility. Materials you should give volunteers: Mission statement Summary of goals and/or long-range plan Organizational chart Policies and procedures (including emergency procedures) Confidentiality policy Optional: Map of facility What you should tell volunteer(s) about your agency: Mission and goals _The role of volunteers in the agency Background and history _The agency's role in the community Organizational structure _ How the agency relates to other community organizations Funding base Developing and Managing Volunteers Page 3.29 DEVELOPING -O Orientation (Continued) All volunteers should also receive an orientation to the job. Orientation to the specific job should include: ■ Specific job responsibilities. ■ Who the volunteer's immediate supervisor is and his or her expectations in terms of schedule, reporting back, and/or record keeping. ■ Authority and accountability (i.e., what the volunteer can and cannot do without explicit direction). ■ Other team members' roles. ■ Resources available to do the job. Orientation to the job is best accomplished by one-on-one mentoring. If possible, the mentor should be an experienced volunteer. Training Training, unlike orientation, does more than give information. It teaches or upgrades skills, providing the "how to" that a person needs to do his or her job. Like orientation, training can be general or specific. General training includes training in skills that are needed in many positions, such as: ■ Communication skills. ■ Interpersonal skills. ■ Team-building skills. ■ Problemsolving and decisionmaking skills. ■ Leadership and supervision skills. ■ Stress management. FEMA has developed training to address many general skill areas. Many of these courses are available in both independent study and classroom versions. (See the end of this unit for more information.) Developing and Managing Volunteers Page 3.30 DEVELOPING A VOLUNTEER - • Training (Continued) Job-specific training teaches the skills required for the volunteer to do his or her job, such as severe weather spotting. Be aware that some jurisdictions may mandate specific training requirements and refresher training for skills, such as Cardio Pulmonary Resuscitation (CPR). (The American Red Cross is a good resource for CPR and first aid training.) Training can and should be ongoing (i.e., refresher skills training). Training should be worked into a long-range schedule of agency activities and mandated for both paid and volunteer agency staff. It is important to keep good records of who completed what training and when. One way to keep volunteers' training current is to certify those who have completed training and issue cards with expiration dates. Developing and Managing Volunteers Page 3.31 DEVELOPING -O Activity: Developing a Training Plan Activity This activity will provide an opportunity for you to develop a training plan. For the volunteer position you selected in the previous activity, write a rudimentary training plan in the space provided below. Element prompts are included to help you. Sample Training Plan Position: General Training: Timeframe for Date Completed Course Completion Job-Specific Training: Developing and Managing Volunteers Page 3.32 DEVELOPING -O Training (Continued) It is a good idea to maintain a record of each course completed. Maintaining a training record will help you to track and verify that each volunteer has completed required training and any necessary refresher training. A training record can also help you know when training needs to be scheduled. Finally, in the event of a legal dispute, an up-to-date training record will show that the volunteer has received the training required to complete job tasks accurately and safely. A sample training record is shown below. Job Aid 3.5: Sample Training Record Name: Position: Date Expiration HR Course Title Course Code Completed Date Verification Developing and Managing Volunteers Page 3.33 DEVELOPING A VOLUNTEER - • Step 6: Supervising and Evaluating Volunteers The basic principles for"hiring" and training volunteers are the same as those that apply to paid staff. The same is true of supervision. Good supervision empowers volunteers to succeed and ensures the completion of assigned work. A good supervisor: ■ Delegates responsibilities and authority effectively. ■ Establishes performance expectations. ■ Acts as a coach and team builder. ■ Communicates his or her ideas effectively. ■ Knows how to listen, and is receptive to information from others. ■ Assists staff in developing their skills. ■ Gives constructive feedback and takes corrective action, when needed. ■ Recognizes staff for their contributions. The scope of this course does not permit a lengthy discussion of supervision skills. However, good resources exist for those who wish to improve their supervisory ability. (See the end of this unit for more information.) Recognition and Volunteer Retention Recognition is a critical component of supervision because it is one of the keys to maintaining volunteer interest and, therefore, volunteer retention. Think back to the common volunteer complaints listed in Unit 2 (p. 2.5). Most of them can be avoided by good supervision, particularly recognition. Volunteers can sometimes feel like second-class citizens when compared to paid staff. Recognition can go a long way toward alleviating a perceived hierarchy. Recognition can be as informal as saying "thank you," or as formal as a plaque presented at a banquet. Job Aid 3.6 on page 3.36 lists formal and informal ways to recognize and motivate volunteers. Think about which of these your agency typically does well and which it might like to try. Developing and Managing Volunteers Page 3.34 DEVELOPING A VOLUNTEER - • Recognition and Volunteer Retention (Continue) To be effective, recognition should be: ■ Sincere. ■ Ongoing. ■ Inclusive of all volunteers. ■ Varied (both formal and informal). ■ Continually evaluated. ■ Meaningful to the individual. ■ Supported by top management. Job Aid 3.6 on the following page provides some examples of volunteer recognition. Developing and Managing Volunteers Page 3.35 DEVELOPING A VOLUNTEER - • Job Aid 3.6: Ways to Recognize and Motivate Volunteers Informal ■ Address a volunteer by name. ■ Say "thank you." ■ Write a thank you note. ■ Say "good job." ■ Treat a volunteer to coffee. ■ Take him or her to lunch. ■ Ask how work is going and stop to listen and discuss the response. ■ Ask for input. ■ Include volunteers in staff meetings. ■ Include volunteers in an orientation video. Formal ■ Give annual recognition at an appreciation banquet. ■ Hold an awards ceremony during National Volunteer Week. ■ Throw a holiday party for volunteers. ■ Place a photo and article in the local newspaper featuring volunteers. ■ Place a "Volunteer of the Month" photo on the agency bulletin board. ■ Present volunteers with plaques, certificates, pins, t-shirts, coffee mugs, etc. ■ Ask a volunteer to serve on an advisory board. ■ Offer advanced training. ■ Give more responsibility, such as the opportunity to train or supervise other volunteers. Developing and Managing Volunteers Page 3.36 DEVELOPING A VOLUNTEER - • Recognition and Volunteer Retention (Continued) While recognition is important, it is only one factor in ensuring volunteer satisfaction. Other ways to increase volunteer satisfaction include: ■ Ensuring that the position and assignment are a good match for the person's abilities and interests. ■ Making sure that volunteers have the resources they need to do their assigned tasks. ■ Allowing volunteers to see the impact of their work, whenever possible. ■ Helping to overcome logistical barriers to volunteering, such as offering on- site childcare for single parents. ■ Making sure that the environment is comfortable and safe. ■ Building some fun opportunities for socializing into the volunteer experience. Evaluating Volunteers Evaluative feedback can also be motivating for volunteers. Volunteers have the right to know what is expected of them and how well they are meeting those expectations. Positive evaluations provide the basis for volunteer recognition, while noting areas that need improvement provides an opportunity to adjust whatever is necessary to increase the volunteer's effectiveness. There are several factors that you should consider to ensure that evaluations run smoothly and are as successful as possible. ■ Establish a nonthreatening environment early in the session, and maintain it throughout. ■ Begin with a discussion of the volunteer's strengths, then move to areas in which the volunteer needs improvement. Provide concrete examples of each. ■ Listen to the volunteer's input and take it seriously. Developing and Managing Volunteers Page 3.37 DEVELOPING A VOLUNTEER - • Evaluating Volunteers (Continued) ■ Develop a plan for improving weaknesses jointly with the volunteer. An improvement plan should include: • How both parties will contribute to achieving the plan's goals. • How the plan's success will be measured. • The timeframes for additional feedback. Evaluations can be formally scheduled performance reviews. Or, if this process is seen as too threatening by the volunteer, evaluations can be done informally by observing volunteers periodically while they work and by sitting down occasionally to discuss how they feel they are doing. Even if evaluations are done formally, there should be no surprises because the volunteer should be receiving informal feedback between performance reviews. Address problems early to avoid further difficulties later on. If evaluations are done informally, they should still be documented, especially if there are problems with the volunteer's performance. Needless to say, all evaluations should be kept confidential. Other guidelines for evaluations include: ■ Making sure comments are fair. ■ Focusing on the work, not on the individual. ■ Following agency guidelines for disciplinary procedures. (Disciplinary policy should be covered during orientation.) Corrective action may include: • Additional training or supervision. • Reassignment. • Suspension. • Termination. Termination should be reserved for those times when all other measures have failed, or when there has been gross misconduct such as theft, abuse, or being under the influence of drugs or alcohol. During the orientation session, volunteers should have been made aware of grievance and appeal procedures that they can use if they have concerns about their evaluation or their job that cannot be resolved with their supervisor. Developing and Managing Volunteers Page 3.38 DEVELOPING A VOLUNTEER - • Evaluating Volunteers (Continued) If a volunteer resigns, conduct an exit interview to find out: ■ Why he or she is leaving. ■ Suggestions for improving the position and/or volunteer experience in your agency. Developing and Managing Volunteers Page 3.39 DEVELOPING A VOLUNTEER - • Activity: Developing an Evaluation Instrument naiviry This activity will provide an opportunity for you to develop an evaluation instrument. For the volunteer position that you selected in the previous activity, create an evaluation form in the space provided below. Develop both general criteria (such as punctuality) and criteria specific to the position. Position: General Performance Criteria: Job-Specific Criteria: Developing and Managing Volunteers Page 3.40 DEVELOPING A VOLUNTEER - • Step 7: Evaluating Volunteer Programs Two-way feedback during the evaluation process allows you to evaluate your volunteer program as well as your volunteers. Evaluating the volunteer program regularly ensures that it is meeting the needs of the: ■ Agency. ■ Community. ■ Volunteers. Program evaluation also allows you to: ■ Increase volunteer satisfaction. ■ Upgrade the program to improve services. ■ Improve efficiency and reduce costs. ■ Identify problems and solutions. ■ Determine what works and what does not. Volunteer evaluation should not be the only means of program evaluation. In addition to the volunteers themselves, other sources of feedback include: • Paid staff. • The public. • Exercise performance. • Lessons learned from actual events. Developing and Managing Volunteers Page 3.41 DEVELOPING A VOLUNTEER - • Step 7: Evaluating Volunteer Programs (Continued) Consider whose input is important to determining the program's success, and solicit input from those groups or individuals. As important as who gives feedback is how the feedback is gathered. Methods for gathering and processing feedback include: • Staff surveys. • Internal reviews that compare program results with objectives. • External reviews in which you compare and contrast your agency's volunteer program with other volunteer programs. When analyzing the results of feedback, be sure to think through alternate explanations rather than making assumptions or jumping to conclusions about whether the results are related to the program itself or the individual volunteers. Develop workable solutions to identified problems and implement them promptly to keep the program on track. Developing and Managing Volunteers Page 3.42 DEVELOPING • PROGRAM Unit Summary This unit examined the seven steps necessary to build and maintain a strong volunteer program that meets the needs both of your agency and the individual volunteers: ■ Conducting a needs analysis ■ Writing volunteer job descriptions ■ Recruiting ■ Placing ■ Training ■ Supervising and evaluating ■ Evaluating the program itself The next unit will discuss coordinating with other voluntary agencies, community-based organizations, and other groups that provide volunteer services. For More Information Reference =- Library ■ Association for Volunteer Administration (AVA) http://www.avaintl.org ■ FEMA course on supervisory skills http://training.fema.gov/ Developing and Managing Volunteers Page 3.43 DEVELOPING A VOLUNTEER - • Knowledge Check Check Select the best response. Then turn the page to check your answers. 1. A well-written job description is created during which of the following processes? a. Program Design b. Placement c. Training d. Supervision and evaluation 2. When you need volunteers with specific skills to do specific jobs, which type of recruitment should you use? a. Broad-based b. Targeted 3. Which of the following placement steps is a two-way process? a. Screening b. Interviewing 4. Which of the following training steps involves skills instruction? a. Orientation to the agency b. Job training 5. Asking a volunteer to serve on an advisory board is an example of which type of recognition? a. Informal b. Formal Developing and Managing Volunteers Page 3.44 DEVELOPING A VOLUNTEER - • Answers Knowledge Check (Continued) 1. a 2. b 3. b 4. b 5. b Developing and Managing Volunteers Page 3.45 MW Unit 4: Working with VOLAGs, CBOs, and Other Groups UNIT 4: WORKING WITH VOILAGs, . • OTHER GROUPS Introduction Voluntary organizations (VOLAGs), community-based organizations (CBOs), business and industry, and other groups have a long record of community service, both day-to-day and, especially, when an emergency threatens or strikes a community. In this unit, you will learn about how to coordinate with voluntary agencies (VOLAGs), community-based organizations (CBOs), businesses, and other groups for volunteer services. After completing this unit, you should be able to: • List the key responsibilities of a VOLAG/CBO Coordinator. • Describe the role of VOAD in providing emergency assistance. • Identify VOLAGs, CBOs, businesses, and other groups in your area that can provide emergency assistance. ■ Develop a plan for working with VOLAGs, CBOs, businesses, and other groups. The Role of the VOLAG/CBO Coordinator Perhaps you have determined on the basis of your community and agency needs analysis that it is impractical for your emergency management agency to develop its own volunteer program. Or perhaps you have more needs than your agency volunteers alone can cover. In either case, you will need to coordinate with volunteers affiliated with other agencies. The role of a VOLAG/CBO Coordinator, as opposed to that of a Volunteer Program Director, does not involve recruitment, training, and evaluation of individual volunteers. Instead, he or she: ■ Builds relationships and acts as a liaison with local community VOLAGs, CBOs, and business and industry for the provision of volunteer services, when necessary. Developing and Managing Volunteers Page 4.1 UNIT 4: WORKING WITH VOLAGs, CBOs,AND OTHER GROUPS The Role of the VOLAG/CBO Coordinator (Continued) ■ Collaborates with local community VOLAGs, CBOs, and others to develop and exercise a plan on how to coordinate volunteer services in a disaster. This plan should be formalized as a Donations/Volunteer Annex to the Emergency Operations Plan (EOP) and should provide answers to the following questions: • Will the community have a Volunteer Center to serve as a central clearinghouse to match requests for volunteer services with available volunteer resources? If so, who will staff the center? If not, how will volunteer services be coordinated? • Which agencies will be responsible for providing which emergency services (e.g., food, shelter)? • Who will be responsible for training and supervising the volunteers? • Who will be responsible for emergency public information? What should the content of the message to the public be regarding volunteering in a disaster? Which media will be used to get the message out? Working with VOLAGs, CBOs, business and industry, and others to develop a plan for addressing volunteer needs before an emergency can help eliminate some of the problems associated with dealing with spontaneous volunteers during an emergency and just makes good sense. Coordinating With the VOAD A good place to begin connecting with community VOLAGs is with the umbrella organization Voluntary Organizations Active in Disaster(VOAD). The National VOAD (NVOAD) is a consortium of recognized national voluntary organizations that play a critical role in disaster relief. Such organizations provide capabilities to incident management and response efforts at all levels. Its mission is to foster more effective service to people affected by disaster through cooperation, coordination, communication, education, and outreach to State VOADs. Job Aid 4.1 on page 4.5 lists the 35 member agencies of the NVOAD. Developing and Managing Volunteers Page 4.2 UNIT 4: WORKING WITH VOLAGs, . • OTHER GROUPS Coordinating With the VOAD (Continued) VOAD member agencies have an active role in assisting emergency management personnel in planning for volunteer involvement during emergencies. VOAD member agencies are independent, but in planning for and responding to emergencies, the State VOAD provides the mechanism for collaboration and communications among the voluntary agencies. The State VOAD is organized during the preparedness phase, and also works through each phase of emergency management activities to ensure that the citizens' needs are met. Working with other agencies' volunteers, as opposed to directing your own volunteers, requires interagency collaboration. Collaboration is the process in which agencies work together as a team on a common mission. A successful collaborative relationship requires: • A commitment to participate in shared decisionmaking. • A willingness to share information, resources, and tasks. • A professional sense of respect for individual team members. Collaboration with other agencies and groups doesn't just "happen." Collaboration can be made difficult by differences among agencies in: ■ Terminology. ■ Experience. ■ Priorities. ■ Culture. Collaboration under these conditions requires flexibility to agree on common terms and priorities, and the humility to learn from others' ways of doing things. Developing and Managing Volunteers Page 4.3 UNIT 4: WORKING WITH VOILAGs, . • OTHER GROUPS Coordinating With the VOAD (Continued) After working through common issues and agreeing to solutions, the benefits of collaboration follow naturally. Interagency collaboration benefits the community by strengthening the overall response to emergencies. For example, collaboration: • Eliminates duplication of services, resulting in a more efficient response. • Expands resource availability. • Enhances problemsolving through cross-pollination of ideas. In other words, collaboration results in a "win-win" for both the agencies and the community. Developing and Managing Volunteers Page 4.4 UNIT 4: WORKING WITH VOLAGs, . • OTHER GROUPS Job Aid 4.1: NVOAD National Membership ■ Adventist Community Services ■ National Emergency Response Teams ■ American Baptist Men ■ National Organization for Victim Assistance ■ American Radio Relay League ■ Nazarene Disaster Response ■ The American Red Cross ■ Northwest Medical Teams International ■ America's Second Harvest ■ The Phoenix Society for Burn Survivors ■ Ananda Marga Universal Relief Team ■ The Points of Light Foundation ■ Catholic Charities USA ■ Presbyterian Church (USA) ■ Christian Disaster Response ■ REACT International ■ Christian Reformed World Relief Committee ■ The Salvation Army ■ Church of the Brethren General Board ■ Society of St. Vincent de Paul ■ Church World Service National Disaster ■ Southern Baptist Convention Response ■ Episcopal Relief and Development ■ United Jewish Communities ■ Friends Disaster Service ■ United Methodist Committee on Relief ■ Humane Society of the United States ■ United States Service Command ■ International Aid ■ Volunteers in Technical Assistance ■ International Relief Friendship Foundation ■ Volunteers of America ■ Lutheran Disaster Response ■ World Vision ■ Mennonite Disaster Services For more information on National Voluntary Organizations Active in Disaster, visit the web site www.NVOAD.org. Developing and Managing Volunteers Page 4.5 UNIT 4: WORKING WITH VOLAGs, . • OTHER GROUPS Activity: Identifying Local VOLAGs naiviry This activity will provide an opportunity for you to identify the voluntary agencies in your community. A good way to start is by contacting your State VOAD to see which VOAD members are operating in your State. Then check your local phone book to see which have an established presence in your community. Use the space below to make a list to begin the process of contact and collaboration. Agency Address Phone Developing and Managing Volunteers Page 4.6 UNIT 4: WORKING WITH VOILAGs, C1130s,AND OTHER GROUPS Coordinating with CBOs and Businesses In addition to VOLAGs, community-based organizations (CBOs) and businesses have played a role in disaster preparedness and response. Some, such as IBM, have already established volunteer programs. Banks are under a Federal requirement to donate a certain number of volunteer hours in community service, which makes them another potential volunteer resource for emergency management. Other groups, such as the Elks and Veterans of Foreign Wars (VFW), have a history of donating goods and services during a disaster. Think creatively about organizations that could help to meet your needs. Other groups that are potential sources of volunteer services are professionals whose skills are known to be needed in disasters. These groups include medical professionals, such as doctors and nurses, and licensed radio operators. Additionally, President Bush's Freedom Corps initiative is a new potential source of volunteers. (See the Web site listed under "For More Information" at the end of this unit.) Under this initiative, the U.S. Citizen Corps works through a national network of State, local, and Tribal Citizen Corps Councils, which bring together leaders from law enforcement, fire, emergency medical, and other emergency management volunteer organizations, local elected officials, the private sector, and other community stakeholders. Local Citizen Corps Councils implement Citizen Corps programs, including Community Emergency Response Teams (CERTs), which are potential sources of emergency assistance. CERTs are neighborhood and workplace volunteers who train together to develop emergency response skills. They apply these skills to help others following a major disaster when professional help is not readily available or stretched thin. CERT members work with emergency management and become part of the emergency response capability for the area in which they live. Areas covered during training include self and family emergency preparedness, emergency medical response, fire safety, light search and rescue, team organization and disaster psychology. CERT members practice their skills by taking part in hands-on exercises and activities. Communities using CERT teams have important advantages in recruiting, training, and maintaining emergency management volunteers. To learn more about CERT volunteers and also to see examples of the other valuable community services they provide, go to http://www.citizencorps.gov/cert/. Developing and Managing Volunteers Page 4.7 UNIT 4: WORKING WITH VOLAGs, C1130s,AND OTHER GROUPS Coordinating with CBOs and Businesses (Continued) Local Councils implement other programs as well, including: ■ Medical Reserve Corps ■ Neighborhood Watch ■ Volunteers in Police Service ■ Affiliate Programs. These programs provide opportunities for special skills and interests, develop targeted outreach for special-needs groups, and organize special projects and community events. Citizen Corps Affiliate Programs expand the resources and materials available to States and local communities through partnerships with programs and organizations that: ■ Offer resources for public education, outreach, and training. ■ Represent volunteers interested in helping to make their communities safer. ■ Offer volunteer service opportunities to support first responders, disaster relief activities, and community safety efforts. Other programs unaffiliated with Citizen Corps also provide organized citizen involvement opportunities in support of Federal response to major disasters and events of national significance. One example is the National Animal Health Emergency Response Corps (NAHERC), which helps protect public health by providing a ready reserve of private and State animal heath technicians and veterinarians to combat threats to U.S. livestock and poultry in the event of a large outbreak of a foreign animal disease. Developing and Managing Volunteers Page 4.8 UNIT 4: WORKING WITH VOLAGs, . • OTHER GROUPS Coordinating with CBOs and Businesses (Continued) Think creatively about how emergency needs can be met through VOLAGs, CBOs, and business and industry. Virtually all of the groups are more than willing to help—if they only knew what to do. Other organizations, such as the Points of Light Foundation have valuable resources for emergency managers looking to involve corporate volunteers: ■ Corporate members are companies that have employee volunteer programs, which have been initiated or are maintained through the help of the Points of Light Foundation. • Corporate Volunteer Councils (CVCs) are coalitions of local businesses and corporations that either have active employee and/or retiree volunteer involvement programs or are interested in initiating such programs. In different parts of the country, CVCs may also be known as Business Volunteer Councils (BVCs), or by other names. ■ The National Council on Workplace Volunteerism promotes volunteerism in and through the business community on behalf of the Points of Light Foundation by leading and supporting the development and growth of employee volunteer programs and Corporate Volunteer Councils. The best point of contact for finding corporate volunteers is usually the company's public relations director. Unlike VOLAG volunteers, corporate volunteers may not be trained in disaster response. Therefore, coordination with these volunteers may involve training them in advance. FEMA, the Points of Light Foundation, and The American Red Cross offer training resources to assist in this task. Developing and Managing Volunteers Page 4.9 UNIT 4: WORKING WITH VOILAGs, . • OTHER GROUPS Case Study Case Study: Ice Storm Sometimes, it may be necessary to draw on all available resources to meet emergency needs. Review the case study below and develop some ideas for addressing volunteer needs. A severe ice storm has struck a large Midwestern city. Several inches of ice have formed on tree limbs and power lines. Tree branches have fallen by the thousands, causing widespread power outage to tens of thousands of people for several days. Power companies are doing only minimal service to restore power to homes—no debris removal or tree trimming. Tree trimming services are quoting waiting periods for emergency tree service of a month or more. Volunteer chain saw teams and individuals to clear tree limb debris are desperately needed. City and county managers have established more than 60 shelters—the largest shelter operation in decades. The American Red Cross and The Salvation Army are overwhelmed with the mass feeding and sheltering needs and can only support a few of the total numbers of shelters. Staff shortages are the biggest problem. Their core volunteer staff is very well trained, but they are rapidly becoming worn out. In addition to mass care needs, special needs populations are seriously threatened. Nursing homes, in-home health care patients, people with disabilities, and seniors are in distress. They are calling 9-1-1, churches, and neighbors for help. These people are, in turn, looking to local government for help. The regional and national news media are carrying little or no information about the ice storm. The local media have an intense focus on the storm, but many people are unable to view their television as a result of power outages. Very few people are calling to offer help. The United Way Volunteer Coordination Center has reported only a handful of calls, probably because of the power outage in so many homes and the resulting lack of widespread media viewing. The city Emergency Operations Center (EOC) is activated, but so far only city government agencies have had a consistent presence. What can city emergency management do to address the burgeoning need for volunteer resources in the community? Developing and Managing Volunteers Page 4.10 UNIT 4: WORKING WITH VOLAGs, . • OTHER GROUPS Answers Case Study: Ice Storm (Continued) Answers to the Case Study What can city emergency management do to address the burgeoning need for volunteer resources in the community? Some possible answers include: • Convene key voluntary and human services agencies in the EOC to begin identifying needs and resources. • Request help from the local, State, or national VOAD to help meet the needs. ■ Use the local Volunteer Center to recruit local volunteers from CBOs and corporate volunteer programs. ■ Use the media, especially print media and radio, to publicize the need for volunteers. Note: The city should not organize volunteers to remove debris unless it has its own volunteer program and can assume the legal liability for such work. (Legal issues are covered in Unit 5.) Developing and Managing Volunteers Page 4.11 UNIT 4: WORKING WITH VOLAGs, . • OTHER GROUPS Activity: Identifying Local CBOs and Businesses naiviry This activity will provide an opportunity for you to identify the CBOs and businesses in your community that have provided or could provide volunteer services in an emergency. Begin with the Points of Light Foundation's corporate members (a list is available on their Web site), then check your local phone book to see which of these companies have offices in your community. Continue by checking with local community organizations (such as the Elks or Veterans of Foreign Wars) and professional associations for established volunteer programs, or a history or interest in providing volunteer services in a disaster. Then use the space below to make a list of those organizations that may be resources in a time of disaster and identify the services they may be able to provide. Organization Point of Contact Phone Developing and Managing Volunteers Page 4.12 UNIT 4: WORKING WITH VOLAGs, C130s,AND OTHER GROUPS Activity: Developing a Strategy for Working With VOLAGs, CBOs, Activity Businesses, and Other Groups This activity will provide an opportunity for you to develop a strategy to collaborate with community organizations for volunteer services. Contact the VOLAGs on the list you developed in a previous activity and invite representatives to a meeting to develop (or update) the Donations/Volunteer Annex to your EOP. Use the space below to guide the discussion at the meeting. Be sure to address the topics listed on page 4.1 (e.g., emergency public information), as well as how to coordinate with potentially untrained CBO and corporate volunteers. (Note: Spontaneous volunteers, covered in the next unit, should also be addressed.) Primary Agency: Support Agencies: Developing and Managing Volunteers Page 4.13 UNIT 4: WORKING WITH VOLAGs, . • OTHER GROUPS Activity: Developing a Strategy for Working With VOLAGs, CBOs, Businesses, and Other Groups (Continued) Introduction: Purpose: Scope: Policies: Situation and Assumptions: Developing and Managing Volunteers Page 4.14 UNIT 4: WORKING WITH VOLAGs, . • OTHER GROUPS Activity: Developing a Strategy for Working With VOLAGs, CBOs, Businesses, and Other Groups (Continued) Concept of Operations: Roles and Responsibilities: Developing and Managing Volunteers Page 4.15 UNIT 4: WORKING WITH VOLAGs, . • OTHER GROUPS Activity: Developing a Strategy for Working With VOLAGs, CBOs, Businesses, and Other Groups (Continued) Resource Requirements: Essential Emergency Information: Developing and Managing Volunteers Page 4.16 UNIT 4: WORKING WITH VOLAGs, . • OTHER GROUPS Activity: Developing a Strategy for Working With VOLAGs, CBOs, Businesses, and Other Groups (Continued) References: Terms and Definitions: Developing and Managing Volunteers Page 4.17 UNIT 4: WORKING WITH VOLAGs, C13Os,AND OTHER GROUPS New Requirements: Incident Management and Coordination Systems There are new incident management and coordination systems within which volunteers as well as all emergency management personnel will be required to operate. The remaining material in this unit provides background so that volunteers can flow seamlessly into the incident command structure and organizations which use volunteers can interact more effectively with large coordination entities. The terrorist attacks of September 11, 2001, illustrated the need for all levels of government, the private sector, and nongovernmental agencies to prepare for, protect against, respond to, and recover from a wide spectrum of events that exceed the capabilities of any single entity. These events require a unified and coordinated national approach to planning and to domestic incident management. To address this need, the President signed a series of Homeland Security Presidential Directives (HSPDs) that were intended to develop a common approach to preparedness and response. Two HSPDs are of particular importance: ■ HSPD-5, Management of Domestic Incidents, identifies steps for improved coordination in response to incidents. It requires the Department of Homeland Security (DHS) to coordinate with other Federal departments and agencies and State, local, and Tribal governments to establish a National Response Plan (NRP) and a National Incident Management System (NIMS). ■ HSPD-8, National Preparedness, describes the way Federal departments and agencies will prepare. It requires DHS to coordinate with other Federal departments and agencies—and with State, local, and Tribal governments to develop a National Preparedness Goal. Together, NIMS, the NRP, and the National Preparedness Goal define what needs to be done to prevent, protect against, respond to, and recover from a major event; how it needs to be done; and how well it needs to be done. These efforts align Federal, State, local, and Tribal entities; the private sector; and nongovernmental agencies to provide an effective and efficient national structure for preparedness, incident management, and emergency response. NIMS NIMS provides a consistent framework for incident management at all jurisdictional levels, regardless of the cause, size, or complexity of the incident. Building on the Incident Command System (ICS), NIMS provides the nation's first responders and authorities with the same foundation for incident management for terrorist attacks, natural disasters, and all other emergencies. NIMS requires that ICS be institutionalized and used to manage all domestic incidents. Developing and Managing Volunteers Page 4.18 UNIT 4: WORKING WITH VOLAGs, • . OTHER GROUPS NIMS (Continued) According to the NIMS Integration Center, "institutionalizing the use of ICS" means that government officials, incident managers, and emergency response organizations at all jurisdictional levels adopt the Incident Command System. Actions to institutionalizing ICS takes place at two levels—policy and organizational/operational: At the policy level, institutionalizing ICS means government officials: ■ Adopt ICS through executive order, proclamation or legislation as the jurisdiction's official incident response system. ■ Direct that incident managers and response organizations in their jurisdictions train, exercise, and use ICS in their response operations. At the organizational/operational level, incident managers and emergency response organizations should: ■ Integrate ICS into functional, system-wide emergency operations policies, plans, and procedures. ■ Provide ICS training for responders, supervisors, and command-level officers. ■ Conduct exercises for responders at all levels, including responders from all disciplines and jurisdictions. NIMS integrates existing best practices into a consistent, nationwide approach to domestic incident management that is applicable at all jurisdictional levels and across functional disciplines. Six major components make up the NIMS system approach: Developing and Managing Volunteers Page 4.19 UNIT 4: WORKING WITH VOLAGs, • . OTHER GROUPS NIMS (Continued) ■ Command and Management: NIMS standard incident command structures are based on three key organizational systems: • ICS: ICS defines the operating characteristics, interactive management components, and structure of incident management and emergency response organizations engaged throughout the life cycle of an incident. • Multiagency Coordination Systems: Multiagency coordination systems define the operating characteristics, interactive management components, and organizational structure of supporting incident management entities engaged at the Federal, State, local, Tribal, and regional levels through mutual-aid agreements and other assistance arrangements. • Public Information Systems: Public information systems refer to processes, procedures, and systems for communicating timely and accurate information to the public during crisis or emergency situations. ■ Preparedness: Effective incident management begins with a host of preparedness activities conducted on a "steady-state" basis, well in advance of any potential incident. Preparedness involves an integrated combination of planning, training, exercises, personnel qualification and certification standards, equipment acquisition and certification standards, and publication management processes and activities. ■ Resource Management: NIMS defines standardized mechanisms and establishes requirements for processes to describe, inventory, mobilize, dispatch, track, and recover resources over the life cycle of an incident. ■ Communications and Information Management: NIMS identifies the requirements for a standardized framework for communications, information management (collection, analysis, and dissemination), and information sharing at all levels of incident management. Developing and Managing Volunteers Page 4.20 UNIT 4: WORKING WITH VOLAGs, CBOS,AND OTHER GROUPS NIMS (Continued) ■ Supporting Technologies: Technology and technological systems provide supporting capabilities essential to implementing and refining NIMS. These include voice and data communications systems, information management systems (e.g., recordkeeping and resource tracking), and data display systems. Also included are specialized technologies that facilitate ongoing operations and incident management activities in situations that call for unique technology-based capabilities. ■ Ongoing Management and Maintenance: This component establishes an activity to provide strategic direction for and oversight of NIMS, supporting both routine review and the continuous refinement of the system and its components over the long term. Additional information about NIMS can be accessed online at www.fema.gov/NIMS or by completing EMI's IS 700 online course. The NRP The NRP is an all-discipline, all-hazard plan for the management of domestic incidents. The NRP provides the structure and mechanisms to coordinate and integrate incident management activities and emergency support functions across Federal, State, local, and Tribal government entities; the private sector; and nongovernmental organizations. The NRP: ■ Builds on what works from previous plans and incident responses. The NRP represents a true "national" framework in terms of both product and process. The NRP development process included extensive vetting and coordination with Federal, State, local, and Tribal agencies; nongovernmental organizations; private-sector entities; and the first- responder and emergency management communities across the country. The NRP incorporates best practices from a wide variety of incident management disciplines, including fire, rescue, emergency management, law enforcement, public works, and emergency medical services. The collective input received from public- and private-sector partners has been, and will continue to be, absolutely critical to implementing and refining the core concepts included in the plan. ■ Forges new approaches and mechanisms to address today's threats. The NRP is not just a compilation of elements. The whole is vastly more than the sum of its parts. Developing and Managing Volunteers Page 4.21 UNIT 4: WORKING WITH VOILAGs, CBOs,AND OTHER GROUPS The NRP (Continued) ■ Addresses the complete spectrum of incident management activities. The NRP is unique and far reaching. For the first time, the NRP eliminates critical seams and ties together a complete spectrum of incident management activities, including the prevention of, preparedness for, response to, and recovery from terrorist incidents, major natural disasters, and other major emergencies. ■ Uses NIMS to establish a framework for coordination among Federal, State, local, and Tribal governments; nongovernmental organizations; and the private sector. The NRP is built on NIMS, which provides a consistent doctrinal framework for incident management at all jurisdictional levels, regardless of incident cause, size, or complexity. The NRP incorporates relevant portions of and supersedes the following plans: ■ The Federal Response Plan (FRP). ■ The U.S. Government Interagency Domestic Terrorism Concept of Operations Plan (CONPLAN). The Terrorism Incident Law Enforcement and Investigation Annex of the NRP revises and replaces the CONPLAN. The annex describes the coordination of law enforcement and investigation efforts during terrorist attacks. ■ The Federal Radiological Emergency Response Plan (FRERP). The Nuclear/Radiological Incident Annex of the NRP revises and replaces the FRERP. The annex provides guidelines for radiological incidents that are considered Incidents of National Significance and for those that fall below the threshold of an Incident of National Significance. ■ Initial National Response Plan (INRP). These plans are linked to the NRP in the context of Incidents of National Significance, but remain as stand-alone documents in that they also provide detailed protocols for responding to routine incidents that normally are managed by Federal agencies without the need for DHS coordination. The NRP also incorporates other existing Federal emergency response and incident management plans (with appropriate modifications and revisions) as integrated components, operational supplements, or supporting tactical plans. Developing and Managing Volunteers Page 4.22 UNIT 4: WORKING WITH VOLAGs, CBOs,AND OTHER GROUPS The NRP (Continued) The NRP, as a core operational plan for national incident management, also establishes national-level coordinating structures, processes, and protocols that will be incorporated into certain existing Federal interagency incident- or hazard-specific plans (for example, the National Oil and Hazardous Substances Pollution Contingency Plan) designed to implement the specific statutory authorities and responsibilities of various departments and agencies in specific contingency scenarios. The main benefit of the NRP is that it fully integrates emergency response and law enforcement elements into a single national strategy. The full text of the NRP can be downloaded at http://www.fema.gov/emergency/nrf/ What These Changes Mean to You Depending on your jurisdiction, the changes to the emergency planning requirements may mean little—or a lot. Minimally, the changes mean that your jurisdiction must: ■ Use ICS to manage all incidents, including recurring and/or planned special events. ■ Integrate all response agencies and entities into a single, seamless system, from the Incident Command Post, through department Emergency Operations Centers (DEOCs) and local Emergency Operations Centers (EOCs), through the State EOC to the regional- and national-level entities. • Develop and implement a public information system. ■ Identify and type all resources according to established standards. ■ Ensure that all personnel are trained properly for the job(s) they perform. ■ Ensure communications interoperability and redundancy. Remember the importance of working with VOLAGs, CBOs, business and industry, and others to develop a plan for addressing volunteer needs before an emergency to help eliminate some of the potential problems that can occur during an emergency. Developing and Managing Volunteers Page 4.23 UNIT 4: WORKING WITH VOILAGs, . • OTHER GROUPS Unit Summary This unit examined how to identify and collaborate with local voluntary agencies, community-based organizations, businesses, and other groups to obtain volunteer services in a disaster. The next unit will discuss special issues involved in working with volunteers. wow For More Information Reference Library ■ Community Emergency Response Team http://www.citizencorps.gov/cert/ ■ Points of Light Foundation www.pointsoflight.org Offers a complete list of Volunteer Centers and State Offices of Volunteerism. ■ Volunteerism in the United States http://usinfo.state.gov/usa/volunteer/ This government-sponsored Web site gives information on President Bush's new USA Freedom Corps. • Your local Volunteer Center 1-800-VOLUNTEER ■ National Incident Management System (NIMS) www.fema.gov/NIMS • National Response Plan (NRP) http://www.fema.gov/emergency/nrf/ Developing and Managing Volunteers Page 4.24 UNIT 4: WORKING WITH VOLAGs, . • OTHER GROUPS Knowledge Check Check Select or provide the best answer. Turn the page to check your answers against the solutions. 1. A VOLAG/CBO Coordinator recruits, trains, and supervises VOLAG volunteers. a. True b. False 2. VOAD members include both VOLAGs and CBOs. a. True b. False 3. Collaboration involves sharing information and resources. a. True b. False 4. Corporate volunteers usually have been trained in disaster response. a. True b. False 5. The best point of contact for corporate volunteers is the company's vice president. a. True b. False Developing and Managing Volunteers Page 4.25 UNIT 4: WORKING WITH VOLAGs, . • OTHER GROUPS Answers Knowledge Check (Continued) 1. b 2. b 3. a 4. b 5. b Developing and Managing Volunteers Page 4.26 Unit 5: Special Issues UNIT 5: SPECIAL ISSUES Introduction In this unit, you will learn about special issues involved in running volunteer programs. After completing this unit, you should be able to: ■ Develop a plan for dealing with spontaneous volunteers. • Identify special issues involved with managing volunteers and local points of contact for advice in each area. ■ Develop a plan for managing and reducing volunteer stress. Note: It is not possible to identify all of the special issues that may arise in managing volunteers. This unit will point to only the issues that communities have identified as posing the greatest challenges. While the unit will suggest solutions, they will necessarily be generic, because specific solutions must take into account State and local laws, ordinances, and policies. Dealing With Spontaneous Volunteers People who call to volunteer or just show up after a disaster are called spontaneous (or emergent) volunteers. Let's begin examining this issue with three scenarios that illustrate the potential benefits and challenges of spontaneous volunteers. Scenario 1 A boat carrying 50 passengers and crew on a large lake in the Midwest is caught in a heavy storm and capsizes. Approximately a dozen nearby boaters rush to the overturned vessel. Some dive repeatedly under the boat and help locate and free many people who are trapped underneath. Others pull people from the water and bring them to shore. All of the victims are rescued before professional first responders even reach the site. Developing and Managing Volunteers Page 5.1 UNIT 5: SPECIAL ISSUES Dealing With Spontaneous Volunteers (Continued) Scenario 2 In response to a flash flood disaster, volunteers are sent out to conduct a needs assessment in the community. Two of the volunteers meet a family that apparently needs food, clothing, and other essentials. Touched by the family's plight, the workers "adopt"the family for the afternoon. The volunteers take the family to a local shopping center where they pay for food and clothing out of their own pockets. As it turned out, the family had no damages from the flood but was typical of hundreds of families from this economically depressed area of the State. Scenario 3 A plane hits a tall building filled with office workers. People are escaping the burning building into the streets. A chiropractor's assistant is walking down the street and sees the people running toward him. He hurries toward those in need and helps a woman who had fallen. He continues to help people flee until they are out of danger. Then he joins a construction crew that pulls debris from the street so the emergency vehicles can get through. For the next few days, he does not go to his paid job, but continues to work tirelessly at various volunteer jobs to help the victims of this disaster. This man goes on to become a paid staff member for a voluntary agency. As illustrated by the first scenario, spontaneous volunteers present potential benefits: ■ They supply extra (or immediate) assistance that may be needed in an emergency. For example, sometimes lots of people are needed for unskilled work, such as sandbagging rising streams. Thus they can fill in when the response is shorthanded. ■ They represent a willing workforce, some of whom may go on to become trained, affiliated volunteers who can be counted on in future disasters. Unaffiliated volunteers have not been screened (i.e., had background checks). Thus, some "volunteers" may have motives other than helping. They may be potential terrorists, or at least "rip-off artists." Sometimes these "volunteers" show up repeatedly following successive disasters. Those volunteers who are honest (and it's not always easy to tell the difference until it is too late) may need close supervision because of their lack of training—which was the challenge illustrated by the second scenario. Developing and Managing Volunteers Page 5.2 UNIT 5: SPECIAL ISSUES Dealing With Spontaneous Volunteers (Continued) However, spontaneous volunteers also present significant challenges. Spontaneous volunteers usually are not associated with or trained by a voluntary agency. (Volunteers who are registered with a voluntary agency are instructed not to self-deploy.) Thus, these volunteers are also called unaffiliated volunteers. Unaffiliated spontaneous volunteers pose potentially serious issues for the response, which has become especially clear since September 11, when thousands showed up to "help" in a very dangerous situation. The issue of spontaneous volunteers rose to a new level of importance after the terrorist attacks of September 11. People—professional and unskilled, from in- State, out-of-State, and even Canada—showed up in unprecedented numbers. Although these people were well intentioned, their numbers created a logistical nightmare for professional emergency responders and volunteer coordinators. Not only were there not enough jobs for all of the untrained volunteers, but they: ■ Created a physical logjam that interfered with the response. ■ Were not cognizant of acting carefully so as to preserve evidence at the crime scene. ■ Created extra work for some responders who had to deal with directing (or rescuing) volunteers instead of being able to focus on their primary job of incident response. ■ Had the potential for creating additional danger and casualties—to themselves and others—because of their lack of training (e.g., in search and rescue). Even though spontaneous volunteers can potentially create problems if they "just show up," it is best to have a plan for how to deal with them—because they will show up. Any major disaster will bring out spontaneous volunteers who are unaffiliated. And in all fairness, they can be valuable assets if you have a system for using them. In one documented case in Florida, the community used unaffiliated spontaneous volunteers for cleanup after a tornado. Osceola County completed its cleanup 35 days sooner and $6.6 million less than initial estimates because of volunteer help. As a bonus, by keeping records of volunteer hours for categories of work, the county could apply volunteer work as the major portion of its matching share requirement for FEMA disaster assistance. Developing and Managing Volunteers Page 5.3 UNIT 5: SPECIAL ISSUES Dealing With Spontaneous Volunteers (Continued) Some good ideas are available in the pamphlet, Unaffiliated Volunteers in Response and Recovery by the Florida Commission on Community Service. Key among these is to appoint a volunteer coordinator to be included in the predisaster planning process and to designate a location that can serve as a volunteer reception center. Steps in Unit 3 for dealing with individual volunteers are generally useful for spontaneous volunteers after a disaster, but in a compressed timeframe. The plan for dealing with spontaneous volunteers should be included as part of the Donations/Volunteer Annex to the EOP. It should be a cooperative effort among all of the VOLAGs and emergency management/response agencies in your community and should include the following elements: ■ The role of emergency public information cannot be overemphasized in dealing with spontaneous volunteers. The media can and should be used in an emergency to discourage spontaneous volunteers from simply showing up at the disaster site or the Emergency Operations Center (EOC). The media can publish or broadcast a number for potential volunteers to call to offer their services. A 2-1-1 phone system, such as was used for the 2002 Olympics, could be set up for potential volunteers to access volunteer organization information and referral lines. Or, if your community has a Volunteer Center, it could serve as a central clearinghouse for matching volunteer offers and requests. (If your community does not have a Volunteer Center, the United Way can fill this function.) The important point is to remove the burden of volunteer coordination from emergency managers and responders in a crisis when they have urgent, critical tasks to perform to save lives. ■ For those spontaneous volunteers who don't get the public message, an on- site volunteer check-in area, overseen by a Volunteer Coordinator (who should have ID and/or clothing that identifies him or her as such). A volunteer check-in area can be an effective way to channel volunteers. The volunteer check-in area (identified by a large sign) should be supplied with a user-friendly skills survey for volunteers to fill out when they check in. Job Aid 5.1 on page 5.6 presents a sample skills survey. Depending on the volunteer's skills and the need, spontaneous volunteers can then be screened by the Volunteer Coordinator and given color-coded passes depending on whether they are: • Assigned a skilled task. • Given instructions and assigned a low-skill task. Developing and Managing Volunteers Page 5.4 UNIT 5: SPECIAL ISSUES Dealing With Spontaneous Volunteers (Continued) Note: Color-coding (or formatting) can also be used for granting access to specific areas. Be sure to work out questions about passes before an emergency occurs to eliminate confusion and wasted time during the response. Volunteers who are not needed should be tactfully sent home to avoid their potential interference with the response effort. However, if possible, their information (i.e., name, address, and phone number) should be saved and entered into a database. Someone can then follow up after the emergency to recruit these individuals to become affiliated and trained volunteers. Another option in dealing with spontaneous volunteers is to declare a moratorium on them. Before taking this option, those involved in coordinating and assigning volunteers should weigh the pros and cons carefully (e.g., improved security vs. the loss of perhaps badly needed supplementary help). People who call in can be encouraged to give cash to a recognized VOLAG instead of their time. Sometimes groups of people will volunteer (e.g., church groups or professional clubs). The procedures for handling individual volunteers should also apply to groups. Developing and Managing Volunteers Page 5.5 UNIT 5: SPECIAL ISSUES Job Aid 5.1: Skills Survey Name Address Please indicate the areas that apply to you and return this survey to the Volunteer Coordinator. PLEASE CHECK ANY OF THE FOLLOWING IN WHICH YOU HAVE EXPERTISE &TRAINING. CIRCLE YES OR NO, WHERE APPROPRIATE. First Aid (current card yes/no) CPR (current Triage Firefighting yes/no) Construction (electrical, plumbing, carpentry, etc.) Running/Jogging Emergency Planning Emergency Management Search & Rescue Law Enforcement Bi/Multi-lingual (what language(s)) Mechanical Ability Structural Engineering Bus/Truck Driver (Commercial Driver's License) Shelter Management Survival Training & Food Preparation Techniques Ham Radio Operator CB Radio Journalism Camping Waste Disposal Recreational Leader DO YOU HAVE EQUIPMENT OR ACCESS TO EQUIPMENT OR MATERIALS THAT COULD BE USED IN AN EMERGENCY? YES NO PLEASE LIST EQUIPMENT AND MATERIALS. COMMENTS Developing and Managing Volunteers Page 5.6 UNIT 5: SPECIAL ISSUES Addressing Legal Issues Note: Information provided in this section is not intended to replace legal advice from counsel. It is meant to help you become aware of and understand how the law might affect volunteers in emergency management. Proper management practices can help you to minimize legal problems. You should consult your community's legal advisor whenever you have questions. Safety, Risk Management, and Liability The law generally requires that you act with the level of care that a reasonable person would exercise to prevent harm to: ■ The people you are trying to help. ■ Your staff—both volunteer and paid. Volunteers for government agencies may be subject to the Federal tort claims act. A tort is an act that harms another person, whether intentional (e.g., assault) or unintentional (e.g., negligence). Most lawsuits are based on injuries resulting from negligence. Negligence is defined as not acting with the care that a reasonable person would have used. If a volunteer assisting in the disaster response accidentally harms a person or their property, the law generally recognizes that the employer is responsible for the actions and inactions of his or her employee. The term "employee" covers both paid and unpaid staff. Thus, losses that result from employee actions are the responsibility of the employer. The Volunteer Protection Act of 1997 provides legal immunity for volunteers working in disaster-related functions who are working within the scope of their assigned responsibilities, are acting in good faith, and are not guilty of gross negligence. (See the For More Information section at the end of this unit for a web address that provides information on the Volunteer Protection Act.) Developing and Managing Volunteers Page 5.7 UNIT 5: SPECIAL ISSUES Safety, Risk Management, and Liability (Continued) Despite the Volunteers Protection Act, agencies and/or communities can be liable for volunteer actions if the agency or community has not taken steps to minimize its risk. The keys to involving volunteers successfully and minimizing susceptibility to lawsuits involve: ■ Place. • First, screen all volunteers and register them as disaster service workers to cover them under Workers' Compensation and protect them from liability under the relevant provisions of the Volunteer Protection Act. • Follow legislation that mandates the amount of training that must be given to perform certain tasks (e.g., CPR or fork-lift operation) and the frequency with which refresher training must be given. • Match volunteers to tasks according to their skills and interests. • Provide clearly defined job descriptions and Standard Operating Procedures (SOPs). ■ Supervising. • Every volunteer should have a designated supervisor. • Volunteers should know the limits of their authority (i.e., what they can and cannot do without specific authorization). These limits should be written in the job description and stated clearly on-site. • Volunteers should know the locally applicable standards of performance that they must follow. • Supervisors should ensure that volunteers have the proper equipment and resources to do their jobs. ■ Documenting. Establish volunteer records, including: • Training received, including number of hours, results of tests, and refresher course dates. • Exercise participation. • Evidence of any necessary certification. • Duties and times when the volunteer was officially working. Records should be maintained and updated regularly. Developing and Managing Volunteers Page 5.8 UNIT 5: SPECIAL ISSUES Insurance and Workers' Compensation Despite legal protection from liability, in certain circumstances, insurance is still needed. There are different types and levels of liability insurance: ■ Insurance for nonprofit organizations includes: • General liability. • Automobile. • Directors/officers. • Personal injury. ■ Insurance for individuals includes: • Personal automobile. • Malpractice policies. • Personal injury. In addition, some States provide Workers' Compensation coverage to registered disaster services workers, placing them under the umbrella of protection from on-the-job injury that employees enjoy. To be protected, all volunteers must be signed up with an established agency. Again, check your State's laws. Developing and Managing Volunteers Page 5.9 UNIT 5: SPECIAL ISSUES Activity: Consulting With Legal Counsel naiviry Note: This activity should be completed by Volunteer Program Directors only. Identify and meet with a local point of contact to get advice on how to handle legal issues related to volunteer issues. A place to start in researching State laws may be with your State Office of Volunteerism (if your State has one). Be sure to ask about: ■ Documenting hiring, training, evaluation, and termination procedures. ■ Liability. ■ Insurance and Workers' Compensation. Developing and Managing Volunteers Page 5.10 UNIT 5: SPECIAL ISSUES Managing Volunteer Stress During the course of performing their assigned duties, some volunteers may witness scenes that can cause extreme stress reactions, including: ■ Death and injury. ■ Property devastation. ■ Extreme emotional reactions of victims. In addition, disaster response work often takes place under less than ideal working conditions. Long hours and skipped meals can contribute to volunteer stress. However, there are steps you can take before, during, and after a emergency to manage stress: ■ Before: Ask seasoned emergency responders to talk about how they have dealt with stress during volunteer orientation and/or in special stress management training seminars. ■ During: Supervisors should ensure that volunteers are appropriately matched to their job assignments, get regular meals and breaks, and are rotated out at the end of a reasonable-length shift. ■ After: Invite a mental health professional to hold a Critical Incident Stress Debriefing. Critical Incident Stress Debriefings (CISDs) involve gathering together people who were involved in a crisis to discuss their reactions with their peers. Critical Incident Stress Management (CISM) is designed specifically for emergency response workers to: • Mitigate the impact of a critical incident on personnel. • Accelerate recovery in people who are experiencing normal reactions to abnormal events. All of these types of activities comprise what is called Critical Incident Stress Management (CISM). (See the For More Information section of this unit for web addresses to help you understand CISM and CISD better.) Remember that stress is already a part of everyone's life but is usually compounded in a disaster situation. Give your volunteers the resources they need to handle it. Developing and Managing Volunteers Page 5.11 UNIT 5: SPECIAL ISSUES Unit Summary This unit examined special issues in volunteer management including spontaneous volunteers, legal issues, and stress management. The next unit will summarize the key points from the course. Reference For More Information Library Your State office of volunteerism and/or legal counsel. ■ International Critical Incident Stress Foundation, Inc. http://www.icisf.org/ ■ The Volunteer Protection Act http://www.ansi.org/public/news/1998!an/vpa 9.html ■ Understanding the Volunteer Protection Act and a summary of State volunteer protection laws http://www.nonprofitrisk.org Developing and Managing Volunteers Page 5.12 UNIT 5: SPECIAL ISSUES Knowledge Check ffCheck Selector provide the best answer. Turn the page to check your answers. 1. The best way to deal with spontaneous volunteers is: a. Before a disaster happens. b. At the disaster site. 2. Spontaneous volunteers are also sometimes called volunteers. 3. The law holds employers responsible for their employees' (including volunteers) actions. a. True b. False 4. The "Good Samaritan" law that limits volunteers' liability is a Federal law. a. True b. False 5. Stress is a normal reaction in a disaster situation. a. True b. False Developing and Managing Volunteers Page 5.13 UNIT 5: SPECIAL ISSUES Knowledge Check (Continued) _ Answers 1. a 2. Emergent 3. a 4. b 5. a Developing and Managing Volunteers Page 5.14 Unit 6: Course Summary COURSEUNIT 6: Introduction This unit will review the course content. After completing this unit, you should be able to summarize the key points of this course. Volunteers and Emergency Management A volunteer is an individual who, beyond the confines of paid employment and normal responsibilities, contributes time and service to assist in the accomplishment of a mission. There are four classifications of volunteers: ■ Professional ■ Unskilled ■ Spontaneous ■ Affiliated with a voluntary agency A voluntary agency(or VOLAG) is an established organization whose mission is to provide services to the community through the use of trained volunteers. There are benefits to involving volunteers. Volunteers can: ■ Provide services more cost effectively. ■ Provide access to a broader range of expertise and experience. ■ Increase paid staff members' effectiveness by enabling them to focus their efforts where they are most needed or by providing additional services. ■ Provide resources for accomplishing maintenance tasks or upgrading that would otherwise be put on the back burner while immediate needs demand attention. ■ Enable the agency to launch programs in areas in which paid staff lack expertise. Developing and Managing Volunteers Page 6.1 UNIT 6: COURSE SUMMARY Volunteers and Emergency Management (Continued) ■ Act as liaisons with the community to gain support for programs. ■ Provide a direct line to private resources in the community. ■ Facilitate networking. ■ Increase public awareness and program visibility. Challenges to working with volunteers often involve misperceptions or factors such as tension between volunteers and paid staff, that can be alleviated with good planning and management. There are, however, real obstacles to involving volunteers, such as a sparse population in rural areas. Developing a Volunteer Program Developing or maintaining an agency volunteer program requires someone to act as Volunteer Program Director. Developing a solid volunteer program involves seven steps: 1. Agency and Program Needs Analysis 2. Writing Volunteer Job Descriptions 3. Recruiting Volunteers 4. Placing Volunteers 5. Training Volunteers 6. Supervising and Evaluating Volunteers 7. Program Evaluation Step 1: Agency and Program Needs Analysis Before deciding to develop your own agency volunteer program, consider the needs of: ■ Potential volunteers. Volunteer needs include the desire to make a difference, work with other people, and learn new skills. • Your agency. Developing and Managing Volunteers Page 6.2 UNIT 6: COURSE SUMMARY Step 1: Agency and Program Needs Analysis (Continued) Analyzing agency needs involves: ■ Considering the agency's mission. ■ Looking at current staffing resources and areas of shortfall where volunteers could help. ■ Describing the jobs that volunteers could do, and the abilities and resources needed to do those jobs. Writing a well-defined job description is an important step because a good job description is: ■ The first step in the recruitment process. ■ A tool for marketing the agency's need to potential volunteers. ■ A focal point for the interview and screening process. ■ The basis for performance evaluation. Remember to involve paid staff when planning for volunteer involvement. Soliciting their input on volunteer job descriptions will help alleviate tensions between paid and unpaid staff later on. Step 2: Writing Volunteer Job Descriptions Once you have completed your agency needs analysis, the next step is to write volunteer job descriptions. When developing a job description, think about: ■ The purpose of the job. ■ The job responsibilities. ■ Job qualifications. ■ To whom the volunteer will report. ■ Time commitment required for the job. ■ The length of the appointment. ■ Who will provide support for the position. ■ Development opportunities. Developing and Managing Volunteers Page 6.3 UNIT 6: COURSE SUMMARY Step 3: Recruitment Recruitment can be broad-based (general) or targeted (selective). Use broad- based recruitment when there is a need for a large number of individuals for jobs that require commonly possessed skills. Use targeted recruitment when you are looking for volunteers with specific skills to do specific jobs. Investigate the marketplace of potential volunteers in your community. Then: ■ Design a message based on what you know about the volunteers you are trying to reach. ■ Choose a medium (e.g., radio, television, Internet, direct mail) that will reach your targeted audience. ■ Determine where and when to deliver your message. An effective recruitment message contains the following elements: ■ An interesting opening. ■ A statement of the need or problem. ■ A statement of how this job can meet the need or solve the problem. ■ A statement to address the listener's question as to whether he or she can potentially do this job. ■ How doing this job will benefit the volunteer. ■ A contact point for more information. Developing and Managing Volunteers Page 6.4 UNIT 6: COURSE SUMMARY Step 4: Placement Placing volunteers includes: ■ Screening. ■ Interviewing. All volunteers should be screened. Those jobs that involve a higher risk, such as working with money or children require more intense screening. Common screening tools include the: ■ Application. ■ Reference check. ■ Professional license, criminal background, and child abuse clearance checks. In addition, the interview is also a screening tool. If possible, the interviewer should be a volunteer, and the following tools should be used when conducting an interview: ■ The potential volunteer's application ■ A form for recording the interview ■ A list of open-ended questions ■ Information about current volunteer opportunities The goals of the interview should be to: ■ Determine the applicant's skills and motivation for volunteering. ■ Match the applicant with a position. ■ Answer the applicant's questions. ■ Identify undesirable candidates. Developing and Managing Volunteers Page 6.5 UNIT 6: COURSE SUMMARY Step 4: Placement (Continued) Do not ask personal questions during an interview. Legally, you may not ask anything that is not directly related to the ability of the applicant to perform the specific volunteer job. The interview should result in a recommendation for further action—either for placement, further screening, or rejection. Step 5: Training Volunteers Good training is critical because it can save lives and protect your agency from lawsuits. There are two levels of training: ■ To the agency ■ To the specific job Orientation to the agency should cover: ■ The agency's mission. ■ The agency's values. ■ Agency procedures and issues. ■ The role of volunteers in the agency. These components can be addressed through a group presentation of a videotape and/or by various speakers. Training for the specific job should cover: ■ Specific job responsibilities. ■ Who the immediate supervisor is and his or her expectations. ■ Authority and accountability (i.e., what the volunteer can and cannot do without explicit direction). ■ Other team members' roles. ■ Resources available to do the job. Developing and Managing Volunteers Page 6.6 UNIT 6: COURSE SUMMARY Step 5: Training Volunteers (Continued) Training for the job is best accomplished by one-on-one mentoring. Unlike orientation, which is information-based, training is skills-based. Like orientation, training can be general or specific. General training includes training in such skills as communication, team building, problemsolving and decisionmaking, leadership and supervision, and stress management. Specific training teaches job-specific skills, such as CPR. Training can and should be ongoing (e.g., refresher skills training). One way to keep volunteers' training current is to certify those who have completed training and issue cards with expiration dates. Step 6: Supervision and Evaluation Good supervision is essential to volunteer success. A good supervisor: ■ Delegates effectively. ■ Establishes performance expectations. ■ Acts as a coach and team builder. ■ Communicates effectively. ■ Knows how to listen, and is receptive to information from others. ■ Assists staff in developing their skills. ■ Gives constructive feedback and takes corrective action, when needed. • Recognizes staff for their contributions. Recognition is a critical component of supervision because it is one of the keys to maintaining volunteer interest and, therefore, volunteer retention. Recognition can be formal or informal. Guidelines for evaluations include: ■ Keeping evaluations confidential. • Making sure comments are fair. ■ Focusing on the work, not on the individual. Developing and Managing Volunteers Page 6.7 UNIT 6: COURSE SUMMARY Step 6: Supervision and Evaluation (Continued) ■ Following agency guidelines for disciplinary procedures. (Disciplinary policy should be covered during orientation.) Corrective action may include: • Additional training or supervision. • Reassignment. • Suspension. • Termination. Termination should be reserved for instances when other measures have failed or when there has been gross ethical misconduct. Volunteers should be made aware of grievance procedures to address complaints that cannot be resolved with their supervisors. Step 7: Evaluating Volunteer Programs Two-way feedback during the evaluation process allows you to evaluate your volunteer program as well as your volunteers. Evaluating the volunteer program regularly ensures that it is meeting the needs of the: ■ Agency. ■ Community. ■ Volunteer. Working With VOLAGs, CBOs, and Other Groups Some agencies may choose to use the volunteer services of local VOLAGs and CBOs instead of, or in addition to, maintaining their own volunteer program. The role of a VOLAG/CBO Coordinator (as opposed to a Volunteer Program Director) involves: ■ Building relationships and acting as a liaison with local community VOLAGs and CBOs. ■ Collaborating with local community VOLAGs and CBOs to develop and exercise a plan for coordinating volunteer services in an emergency. The National Voluntary Organizations Active in Disaster (NVOAD) is a consortium of recognized national voluntary organizations whose mission is to foster more effective service to people affected by disaster. VOAD member agencies are coordinated by the State VOAD. Developing and Managing Volunteers Page 6.8 UNIT 6: COURSE SUMMARY Working With VOLAGs, CBOs, and Other Groups (Continued) Working with other agencies requires collaboration, on a range of issues, including: ■ Shared decisionmaking. ■ Sharing information, resources, and tasks. ■ Flexibility in dealing with differences among agencies' terminology, experience, priorities, and culture. ■ Respect and humility to learn from others' ways of doing things. Interagency collaboration benefits the community by: ■ Eliminating duplication of services. ■ Expanding resource availability. ■ Enhancing problemsolving. In addition to VOLAGs, other sources of volunteers include: ■ Community-based organizations (CBOs), such as the Elks and Veterans of Foreign Wars. ■ Businesses—especially those with corporate volunteer programs. ■ Associations of professionals, such as doctors and nurses. ■ The new Freedom Corps. Keep in mind that volunteers not associated with VOLAGs may need training in disaster response. Special Issues Some of the special issues involved in working with volunteers include: ■ Spontaneous volunteers. ■ Safety, risk management, and liability. ■ Insurance and workers' compensation. Developing and Managing Volunteers Page 6.9 UNIT 6: COURSE SUMMARY Spontaneous Volunteers People who show up unannounced to volunteer after a disaster present both potential benefits, such as supplementary assistance, and challenges, such as their lack of screening and training. The preferred way to deal with spontaneous volunteers is according to a plan developed before a disaster occurs. Such a plan should address the important role that emergency public information should play in discouraging and/or channeling spontaneous volunteers. The media can be enlisted to publicize a phone number that those wishing to volunteer could call for instructions. Channeling spontaneous volunteers on site can be done by a Volunteer Coordinator with the use of a skills survey. Safety, Risk Management, and Liability The law generally requires that a person act with the care that a reasonable person would exercise to prevent harm. Volunteers for government agencies may be subject to the Federal Tort Claims Act, but are also covered by the Federal Volunteer Protection Act of 1997. If a volunteer assisting in the disaster response accidentally harms a person or their property, the law generally recognizes that the employer is responsible for the actions and inactions of his or her employee—including volunteers. Most of the laws limiting the liability of volunteers are State laws. There are three keys to minimizing susceptibility to lawsuits: • Train volunteers well • Supervise volunteers • Document their training and actions Insurance and Workers' Compensation Liability insurance is available to both organizations and individuals. In addition, some States provide Workers' Compensation coverage to volunteers registered with an established agency. Developing and Managing Volunteers Page 6.10 UNIT 6: COURSE SUMMARY Managing Volunteer Stress Witnessing death, injury, and devastation can cause extreme stress reactions in some volunteers. In addition, working long hours and skipping meals can also contribute to volunteer workers' stress. Take these steps before, during, and after a disaster to manage stress: ■ Before: Address stress during volunteer orientation and/or in stress management training seminars. ■ During: Volunteers should be appropriately matched to their job assignments, get regular meals and breaks, and rotate out at the end of a reasonable-length shift. ■ After: Invite a trained mental health professional to hold a critical incident stress debriefing. The Final Step You have now completed IS 244 and should be ready to take the final exam. To submit the final exam online, log onto http://training.fema.gov, click on FEMA Independent Study and click on ISP Course list. Select the course from the course list and click on Take Final Exam. Developing and Managing Volunteers Page 6.11 Appendix A: Job Aids AJOB AIDS Job Aid 2.1: Checklist for Determining Volunteer-Staff Climate Instructions: Review each of the statements listed below and mark those that you think accurately reflect the climate in your organization. When you finish, review the list. If only a few boxes are checked, you have some work to do to develop a healthy volunteer program. ❑ My agency is stable, healthy, and free of conflict and survival tension. ❑ Top management has issued a clear, specific, forceful policy statement, assigning high priority to involving volunteers in the agency. ❑ Roles of staff and volunteers are clearly defined and distinguished, both generally and in terms of specific tasks. ❑ Most volunteer job descriptions are based on staff work assistance needs; information about these needs is provided by staff members themselves. ❑ We have a wide variety of volunteer jobs and roles from which staff may select those they are most comfortable with. ❑ Our goals for increased participation of volunteers are realistic. ❑ A significant, well-planned part of volunteer training emphasizes sensitivity and sympathy to staff problems. ❑ Volunteers are rewarded and recognized only in conjunction with their staff supervisor. ❑ Staff receptivity to volunteers is carefully diagnosed; volunteers work primarily with receptive staff. ❑ We have a system of concrete, specific rewards for staff and volunteers who work productively with one another. ❑ Receptivity to and experience with volunteers are two of the criteria actively used in recruiting and selecting new staff. ❑ We have a well-planned program for orienting and training staff to work with volunteers. This checklist is adapted from the Volunteer Staff Relations Diagnosis form in Winning with Staff. A New Look at Staff Support for Volunteers by Ivan Scheier, 1978. Developing and Managing Volunteers Page A.1 AJOB AIDS Job Aid 3.1: Basic Criteria for Developing a Volunteer Job* ❑ Is the work to be done meaningful? Is it useful and significant to the agency? ❑ Can the need for the job be explained to a potential volunteer? ❑ Can the work be done by volunteers? Can it be reasonably split into tasks that can be done on a part-time basis? Are the skills needed likely to be available from volunteers, or can volunteers be easily trained in that area? ❑ Is it cost-effective to have the job done by volunteers? Will you spend more time, energy, and money to recruit, orient, and train volunteers than you would if you hired new staff? Is volunteer involvement to be on a long-term or short-term basis? ❑ Is a support framework in place for a volunteer program? Do you have: ■ A volunteer manager? ■ A volunteer policy? ■ Insurance covering volunteers? ❑ Are paid staff willing to work with volunteers? Do they understand their roles in relation to volunteers? ❑ Can you identify volunteers with skills to do the job? ❑ Will volunteers want to do this job? Is it rewarding and interesting, or have you simply tried to get rid of work that no one would really want to do, paid or unpaid? ❑ Do you know what you will do with the volunteers when you have them? Who will they report to? Do you have adequate space for them to work in? ❑ Is the agency committed to the involvement of volunteers—or is someone just looking for a quick fix? *Adapted from 101 Ideas for Volunteer Programs, Steve McCurley and Sue Vineyard, 1986. Developing and Managing Volunteers Page A.2 AJOB AIDS Job Aid 3.2: Sample Application Name: Address: City: State: Zip: Phone: (Home) (Work) Contact in an emergency: Phone: I. Skills and Interests Education: Degree Institution Dates attended License(s) held: Language(s) spoken fluently: Hobbies, skills, and interests: Occupation: Employer: Address: Phone: II. Experience (paid and volunteer, beginning with the most recent): Position Organization Dates III. Volunteering Preferences Is there a particular type of volunteer work in which you are interested? [A checklist of options can be included here.] Availability (days and hours): Do you have access to a vehicle that you can use for volunteer work? Yes No How did you hear about our agency? Developing and Managing Volunteers Page A.3 APPENDix A: JOB ■ Job Aid 3.2: Sample Application (Continued) IV. References Give the names and contact information for three people (not relatives) who know you well and can attest to your character. V. Verification and Consent for Reference and Background Check I verify that the above information is accurate to the best of my knowledge. I give [name of agency] permission to inquire into my educational background, references, licenses, police records, and employment and/or volunteer history. I also give permission to the holder of any such information to release it to [name of agency]. I hold [name of agency] harmless of any liability, criminal or civil, that may arise as a result of the release of this information about me. I also hold harmless any individual or organization that provides information to the above-named agency. I understand that [name of agency] will use this information only as part of its verification of my volunteer application. Name (please print) Social Security Number Signature Date Witness Date Developing and Managing Volunteers Page A.4 AJOB AIDS Job Aid 3.3: Volunteer Interview Record* Name of Volunteer Interviewer Date I. Review of Application Form II. Questions 1. Why do you want to volunteer with our agency? 2. What would you like to gain from volunteering here? 3. What have you enjoyed most about your previous work? What have you enjoyed least? 4. Would you rather work by yourself, with a partner, or with a group? Why? 5. What kind of supervision do you prefer? 6. What questions can I answer for you? III. Match with Volunteer Positions Discuss potential volunteer positions and check match of interest, qualifications, and availability. Ask if there are any physical limitations. Developing and Managing Volunteers Page A.5 APPENDix A: JOB ■ Job Aid 3.3: Volunteer Interview Record* (Continued) To be completed after the interview. IV. Interviewer Assessment Appearance: Disposition: Interpersonal skills: Reactions to questions: Physical restrictions: V. Recommended Action Place as Consider/Hold in reserve for the position of Investigate further Refer to Not suitable for agency at this time VI. Notification Volunteer notified of agency decision by (method) on (date) *Adapted from Volunteer Management: Mobilizing All the Resources of the Community, Steve McCurley & Rick Lynch, 1996, p. 213. Developing and Managing Volunteers Page A.6 AJOB AIDS Job Aid 3A Orientation Checklist Before the volunteer(s) arrive(s): Prepare paid staff. Assign a one-on-one mentor. Set up the video presentation and/or confirm date and time with speakers. Collect necessary items (handbook or manual, I.D. tags, etc.). On arrival: Welcome the volunteer(s). Introduce the volunteer(s) to the staff(paid and volunteer). Review administrative details (phones, parking, restrooms, breaks and lunch, check in/out procedures, etc.) Optional: Give a tour of the facility. Materials you should give volunteers: Mission statement Summary of goals and/or long-range plan Organizational chart Policies and procedures (including emergency procedures) Confidentiality policy Optional: Map of facility What you should tell volunteer(s) about your agency: Mission and goals _The role of volunteers in the agency Background and history _The agency's role in the community Organizational structure _ How the agency relates to other community organizations Funding base Developing and Managing Volunteers Page A.7 APPENDix A: JOB ■ Job Aid 3.5: Sample Training Record Name: Position: Course Title Course Code Date Expiration HR Completed Date Verification Developing and Managing Volunteers Page A.8 AJOB AIDS Job Aid 3.6: Ways to Recognize and Motivate Volunteers Informal ■ Address a volunteer by name. ■ Say "thank you." ■ Write a thank you note. ■ Say "good job." ■ Treat a volunteer to coffee. ■ Take him or her to lunch. ■ Ask how work is going and stop to listen and discuss the response. ■ Ask for input. ■ Include volunteers in staff meetings. ■ Include volunteers in an orientation video. Formal ■ Give annual recognition at an appreciation banquet. ■ Hold an awards ceremony during National Volunteer Week. ■ Throw a holiday party for volunteers. ■ Place a photo and article in the local newspaper featuring volunteers. ■ Place a "Volunteer of the Month" photo on the agency bulletin board. ■ Present volunteers with plaques, certificates, pins, t-shirts, coffee mugs, etc. ■ Ask a volunteer to serve on an advisory board. ■ Offer advanced training. ■ Give more responsibility, such as the opportunity to train or supervise other volunteers. Developing and Managing Volunteers Page A.9 APPENDixJOB AIDS Job Aid 4.1: NVOAD National Membership ■ Adventist Community Services ■ National Emergency Response Teams ■ American Baptist Men ■ National Organization for Victim Assistance ■ American Radio Relay League ■ Nazarene Disaster Response ■ The American Red Cross ■ Northwest Medical Teams International ■ America's Second Harvest ■ The Phoenix Society for Burn Survivors ■ Ananda Marga Universal Relief Team ■ The Points of Light Foundation ■ Catholic Charities USA ■ Presbyterian Church (USA) ■ Christian Disaster Response ■ REACT International ■ Christian Reformed World Relief Committee ■ The Salvation Army ■ Church of the Brethren General Board ■ Society of St. Vincent de Paul ■ Church World Service National Disaster ■ Southern Baptist Convention Response ■ Episcopal Relief and Development ■ United Jewish Communities ■ Friends Disaster Service ■ United Methodist Committee on Relief ■ Humane Society of the United States ■ United States Service Command ■ International Aid ■ Volunteers in Technical Assistance ■ International Relief Friendship Foundation ■ Volunteers of America ■ Lutheran Disaster Response ■ World Vision ■ Mennonite Disaster Services For more information on National Voluntary Organizations Active in Disaster, visit the web site www.NVOAD.org. Developing and Managing Volunteers Page A.10 AJOB AIDS Job Aid 5.1: Skills Survey Name Address Please indicate the areas that apply to you and return this survey to the Volunteer Coordinator. PLEASE CHECK ANY OF THE FOLLOWING IN WHICH YOU HAVE EXPERTISE&TRAINING. CIRCLE YES OR NO,WHERE APPROPRIATE. First Aid (current card yes/no) CPR(current yes/no) Triage Firefighting Construction (electrical, plumbing, carpentry, etc.) Running/Jogging Emergency Planning Emergency Management Search & Rescue Law Enforcement Bi/Multi-lingual (what language(s)) Mechanical Ability Structural Engineering Bus/Truck Driver (Commercial Driver's License) Shelter Management Survival Training&Techniques Food Preparation Ham Radio Operator CB Radio Journalism Camping Waste Disposal Recreational Leader DO YOU HAVE EQUIPMENT OR ACCESS TO EQUIPMENT OR MATERIALS THAT COULD BE USED IN AN EMERGENCY? YES NO PLEASE LIST EQUIPMENT AND MATERIALS. COMMENTS Developing and Managing Volunteers Page A.11 Appendix B : Acronym List ACRONym LIST AARP American Association of Retired Persons BVCs Business Volunteer Councils CBOs Community-Based Organizations CERT Community Emergency Response Team CISM Critical Incident Stress Management CPR Cardio Pulminary Resuscitation CVCs Corporate Volunteer Councils EMI Emergency Management Institute EOC Emergency Operations Center EOP Emergency Operations Plan FEMA Federal Emergency Management Agency NIMS National Incident Management System NRP National Response Plan NVOAD National Volunteer Organizations Active in Disaster SOPs Standard Operating Procedures VFW Veterans of Foreign Wars VOAD Volunteer Organizations Active in Disaster VOLAGs Voluntary Agencies Developing and Managing Volunteers Page B.1 1. Those who volunteer in the immediate aftermath of a disaster are called volunteers. a. Professional b. Unskilled c. Spontaneous d. Affiliated 2. Which of the following is a real challenge to creating a volunteer program (as opposed to a misperception)? a. Volunteers and paid staff do not get along together. b. Volunteers do not stay, so the time spent training them is wasted. c. Coordinating a volunteer program in a sparsely populated rural area. d. Technically competent people are not available during regular business hours. 3. Which of the following is a true benefit of involving volunteers? a. Volunteers eventually gain the skills required to replace paid staff. b. Volunteers provide an additional resource to accomplish tasks that otherwise would languish on the back burner. c. Volunteers apply pressure to make paid staff work harder. d. Volunteers are a free source of labor to do the "grunt" work. 4. You are the Volunteer Coordinator for your agency. Over the past several weeks, you have noticed tension between the volunteers and paid staff. Which strategy would you select to resolve the tension? a. Hold a volunteer recognition day. b. Convene a staff meeting and direct the staff to treat the volunteers better. c. Conduct a team-building session for staff and volunteers. d. Remind the volunteers that they work for the paid staff. 5. Which of the following is a voluntary agency and member of VOAD? a. The Elks b. Meals on Wheels c. Veterans of Foreign Wars d. The Salvation Army Developing and Managing Volunteers Page 1 6. Which of the following is critical to consider when designing a volunteer program? a. The needs of your paid staff. b. How to identify volunteers with the needed skills. c. Getting enough volunteers to fill all needed positions. d. How volunteers can contribute most to your agency. 7. Your community has a large percentage of retirees whom you think could offer valuable services as volunteers. Of the options listed below, select the one that is most likely to take advantage of senior citizens' abilities. a. Allowing them a flexible work schedule. b. Assigning them as mentors to your newest staff members. c. Assigning them to work the most critical jobs. d. Assigning them to jobs with very tight timeframes for completion. 8. Targeted recruitment involves: a. Directing recruitment efforts at specific groups of people. b. Developing a broad-based recruitment strategy. c. Developing detailed training for new volunteers. d. More effort than return. 9. Volunteers who handle agency funds should submit to a criminal background check. a. True b. False 10. Which of the following questions can be asked legally during an interview? a. "Are you married?" b. "Do you own your home?" c. "Do you have any experience doing this type of work?" d. "What are your childcare plans?" 11. As a minimum, a volunteer's training record should include: a. Skills that he/she would need to become a supervisor. b. Course title and date completed. c. Certification requirements. d. Liabilities addressed. 12. You are developing a job description for a volunteer job that requires working under extreme conditions. In developing a job description, which of the following is most critical to include? a. The name and title of the person to whom the volunteer reports. b. The number of hours required each week. c. Growth opportunities, such as training, promotion, conferences. d. An accurate statement of the actual job conditions. Developing and Managing Volunteers Page 2 13. Which of the following is a formal means of recognition? a. Sending a handwritten thank-you note. b. Taking a volunteer out for coffee or lunch. c. Presenting a volunteer with a plaque at a banquet. d. Including volunteers in staff meetings. 14. Agencies should perform a volunteer program evaluation to: a. Justify an increased budget for next year. b. Confirm that the current program is adequate. c. Figure out what works and what is ineffective. d. Determine which volunteer job can be eliminated. 15. A VOLAG/CBO Coordinator does not: a. Recruit, train, and supervise individual volunteers. b. Build relationships with local community VOLAGs and CBOs. c. Collaborate with local community VOLAGs and CBOs to develop and exercise a plan on how to coordinate volunteer services in a disaster. d. Act as a liaison between the Emergency Management Agency and local VOLAGs and CBOs. 16. Shared decisionmaking is an example of: a. Poor management. b. Sharing accountability with paid staff. c. Shifting responsibilities for program outcomes. d. Collaboration. 17. Which of the following is a community-based organization (CBO)? a. The Freedom Corps b. The local bank c. The Elks d. A Points of Light sponsored volunteer center 18. Which of the following is a professional group? a. IBM b. The American Medical Association c. Veterans of Foreign Wars d. The Citizen Corps Developing and Managing Volunteers Page 3 19. Which of the following organizations acts as a clearinghouse for corporate volunteers? a. The Points of Light Foundation b. The National VOAD c. The American Red Cross d. The Salvation Army 20. Spontaneous volunteers: a. Are mostly from out-of-State. b. Usually call before showing up. c. Are affiliated with a voluntary agency. d. Can present a potential danger to themselves and others if not handled properly. 21. After a catastrophic event, what is a potential problem that must be handled carefully? a. Staff at the disaster site have the skills to get the job done. b. Restaurants and hotels donate enough food and lodging to accommodate all staff. c. Volunteers assist with recording vital information on victims. d. More volunteers show up than can be used effectively. 22. A good way to prevent lawsuits is to: a. Explain to potential litigants that volunteers are covered by the Good Samaritan law. b. Train your volunteers well. c. Restrict volunteer activities to the mundane. d. Explain to volunteers that Federal law protects them regardless of State law. 23. In some States, Workers' Compensation: a. Covers only volunteers registered with a voluntary agency. b. Is available to all volunteers. c. Does not cover volunteers. d. Covers only spontaneous volunteers. 24. Critical Incident Stress Debriefings: a. Must be led by a trained mental health professional. b. Prevent stress in volunteer disaster workers. c. Should be held before an incident occurs. d. Have been shown to be ineffective in reducing stress. 25. A poor way to handle spontaneous volunteers is to: a. Use emergency public information to send a consistent message to potential volunteers. b. Create a special phone number for volunteers to call. c. Set up a central volunteer check-in area for screening. d. Put them straight to work. Developing and Managing Volunteers Page 4 C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: John Taylor Ext. 806 Department: Parks&Trails Briefing: ❑X Action Agenda: ❑X Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): February 5,2024 Agenda Date: February 13,2024 Internal Review: ❑N Finance ❑X Human Resources ❑ Legal ❑ Information Technology ❑ Other (This is the responsibility of the requesting Department) Below for Clerk of the Board's Use Only: Item Number: Approved: ❑ Yes ❑ No ❑ Tabled ❑ No Action Taken Ordinance/Resolution No. Contract No. County Code: Item• Amendment to the Sandhill Playground Equipment Contract Background/Executive Summary: On November 6,2023,the Commission approved a Contract for installing playground equipment at Sandhill by Wildwood Playgrounds NW in Portland,Oregon(Commission Briefing Attached).The bid specifications outlined a Turn-Key installation.After the execution of the contract,the concrete border needed to be added to ensure the ground cover remained in place,which was not quoted in the original bid(attached). The representative of Wildwood Playgrounds NW was notified, and a modified bid was requested to include the concrete barrier(attached). Budget Impact(amount, funding source,budget amendment): Initial bid(without concrete barrier): $137,177.64 Cost of barrier: $13,527.00 New bid amount: $151,854.43 Public Outreach (news release,community meeting, etc.): N/A Requested Action: That the Commission approve the additional funding to install the necessary concrete barrier. Attachments February 5,2024 Agenda Briefing October 23,2023 Agenda Briefing Initial Quote Dtd.09/27/2023 New Quote Dtd. 12/11/2023 12/11/2023 NOTE OUR NEW ADDRESS: WILDWOOD PLAYGROUNDS NW Quote 3707 NE Columbia Blvd Quote# PORTLAND OR 97211 11236-2A Rev 503.288.5797 1.800.875.7529 Bill to: Ship To: Mason County Parks and Trails Department Sandhill Park 2100 E Johns Prairie Road 1000 North East Sandhill Rd Shelton,WA 98584 Belfair,WA 98528 A/P Contact: On-Site Contact:John M.Taylor/Carl(Bud)Olson Email:jtaylor@masoncountywa.gov/carlO@masoncountywa.gov Phone#:360-463-9448/360-490-0669 Quantity Description Unit Price Ext.Price 1 PlaygroundEquipment.com-Fortnight Festival Unit $49,978.00 $49,978.00 Robertson Recreational Surfaces-Supply and Install 1367 sq ft 1 of IPEMA Certified Synthetic Turf Safety Surfacing System;8' $50,085.00 $50,085.00 CFH;Buffing attenuation;150 LF of nailer is included;Envirofill infill;Prevailing wage;Note:Assumes good access;NO Design;All site prep,sub base,borders,security and fencing by OTHERS. 1 Pacific Premier Scape-Site Prep;Receive,unload and install $28,490.00 $28,490.00 playground equipment and border timbers 1 Optional Add On:Excavation and Installation of Concrete $13,527.00 $13,527.00 Curbing,install of subgrade and drainage. 1 Optional Add On:Excavation and Installation of Plastic 4X4 with $12,052.00 rebar and pins.,install of subgrade and drainage. 1 Estimated Freight to 98528 $5,375.00 $5,375.00 An additional charge may be added for liftgate 1 Discount -$7,497.00 -$7,497.00 Please Note:Quoted at Prevailing Wages.Any address changes after shipping will incur a reconsignment fee that is the customers responsibility 50%Deposit due with order. Company check only. 50%Due 20 days after shipping. Quote is for materials and installation. Production lead time is currently 12-14 weeks. Tax Rate 8.5% Quote is good for 30 days unless otherwise noted. ***If for resale or tax exemption,please furnish Reseller Permit along with your signed quote. Sale Amount $139,958.00 * Sales Tax $11,896.43 Signature Title Date Total Amount $151,854.43 C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: John Taylor Ext. 806 Department: Parks&Trails Briefing: ❑X Action Agenda: ❑X Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): October 23,2023 Agenda Date: November 6,2023 Internal Review: ❑X Finance ❑X Human Resources ❑ Legal ❑ Information Technology ❑ Other (This is the responsibility of the requesting Department) Below for Clerk of the Board's Use Only: Item Number: Approved: ❑ Yes ❑ No ❑ Tabled ❑ No Action Taken Ordinance/Resolution No. Contract No. County Code: Item• Accepting of Wildwood Playgrounds NW Bid for Sand Hill Park Playground Equipment Background/Executive Summary: On July 24,2023,the Mason County Commission was briefed on installing Playground Equipment at Belfair's Sand Hill Park. In the briefing, our residence's safety was a primary factor in the request for a specific type of playground equipment,and the importance of ensuring the better protective ground cover installed under the equipment was also a key factor. A Sole Source for Playworld Playground Equipment was approved along with the opening of the bidding process for the "Turnkey" installation of the playground equipment. On August 1,2023,the Commission approved moving forward with the project. At the end of the bidding process, one vendor provided a Quote for the installation of another brand of playground equipment,which, after consideration,meets the same parameters as the Playworld Playground Equipment model provided in the bid specification. The Bid Provided by Wildwood Playgrounds NW,Portland,OR. Critical aspects of the bid: An analysis of the vendor quote identifies that the playground equipment ($49,978.00)is less expensive than the ground surface protective cover($50,085.00). Closer research and assessment of common injuries by the National Safety Council identifies that 80%of injuries result from falls. It is recommended to reduce child injuries that at least 12 inches of wood chips, sand, or pea gravel be,which in a traditional playground is appropriate. However, Sand Hill Park is not a conventional Park but predominately a multipurpose sports park,where wood chips, sand,and pea gravel will not remain in their final resting place but,depending on multiple factors,relocated across the current sports fields creating dangerous playing conditions for athletes and children playing on the playground equipment. To prevent protective ground cover movement would require additional ground barriers beyond that installed in a regular park setting. Depending on the product used as the ground cover, such as wood chips, irrespective of the additional ground barriers installed,would allow weather conditions to relocate the C Mason County Agenda Request Form Y /A t! wood chips throughout the sports fields,requiring constant oversight by staff,clean up, and replacement costs. ROBERTSON RECREATIONAL SURFACES: ARCAT,an architectural information CAD for building products,rates the IPEMA Certified Synthetic Turf Safety Surfacing System as one of the best in preventing injury due to falls. The ground cover protective system quoted by the vendor provides the recommended specification. Playcore, one of the leading vendors in building recreational areas across the United States,recommends Robertson Recreational Surfaces,which has led the industry for over 20 years. Budget Impact(amount, funding source,budget amendment): Wildwood Playgrounds NW Total Quote $137,177.64 Playground Equipment Fortnight-Festival Unit $ 49,978.00 Robertson Recreational Surface $ 50,085.00 Pacific Premierscape $ 28,490.00 Estimated Freight to Sand Hill(98528) $ 5,375.00 Vendor Discount $ (7,497.00) TAX $ 10,746.64 Public Outreach (news release,community meeting, etc.): N/A Requested Action: Request Wildwood Playgrounds NW,Portland, Oregon be awarded the contract to install the Sand Hill Field Playground Equipment at the Turnkey installation quote of$137,177.64. Attachments References National Safety Council https://www.nsc.org/community-safety/safety-topics/child-safeiy/plgyground-safety Robertson Recreational Surfaces ARCAT htt2s://www.arcat.com/arcatcos/cos42/arc42699.html Playcord htips://www.pl4ycore.com/brands/robertson-recreational-surfaces Commission Briefing Wildwood Playgrounds NE Quote Quote Sheet Playground Equipment Picture Playground Equipment Warranty Information Fortnight Festival Site Plan Initial Commission Briefing/Agenda Item 9/27/2023 NOTE OUR NEW ADDRESS: WILDWOOD PLAYGROUNDS NW Quote 3707 NE Columbia Blvd Quote# PORTLAND OR 97211 11236-2A 503.288.5797 1.800.875.7529 Bill to: Ship To: Mason County Parks and Trails Department Sandhill Park 2100 E Johns Prairie Road 1000 North East Sandhill Rd Shelton,WA 98584 Belfair,WA 98528 A/P Contact: On-Site Contact:John M.Taylor/Carl(Bud)Olson Email:jtaylor@masoncountywa.gov/carlO@masoncountywa.gov Phone#:360-463-9448/360-490-0669 Quantity Description Unit Price Ext.Price 1 PlaygroundEquipment.com-Fortnight Festival Unit $49,978.00 $49,978.00 Robertson Recreational Surfaces-Supply and Install 1400 sq ft of IPEMA Certified Synthetic Turf Safety Surfacing System;8' 1 CFH;Buffing attenuation;150 LF of nailer is included;Envirofill $50,085.00 $50,085.00 infill;Prevailing wage;Note:Assumes good access;NO Design;All site prep,sub base,borders,security and fencing by OTHERS. 1 Pacific Premierscape-Site Prep;Receive,unload and install $28,490.00 $28,490.00 playground equipment 1 Estimated Freight to 98528 An additional charge may be added for liftgate $5,375.00 $5,375.00 1 Discount -$7,497.00 -$7,497.00 Please Note:Quoted at Prevailing Wages.Any address changes after shipping will incur a reconsignment fee that is the customers responsibility 50%Deposit due with order. Company check only. 50%Due 20 days after shipping. Quote is for materials and installation. Production lead time is currently 12-14 weeks. Tax Rate 8.5% Quote is good for 30 days unless otherwise noted. ***If for resale or tax exemption,please furnish Reseller Permit along with your signed quote. Sale Amount $126,431.00 * Sales Tax $10,746.64 Signature Title Date Total Amount $137,177.64 I +� IL - 1 ® Playground GoEquipmenk, Warranty Information • 100 year limited warranty on aluminum and steel upright posts against structural failure due to deterioration, corrosion, or workmanship. • 100 year limited warranty on hardware against structural failure due to deterioration, corrosion, or workmanship. • 100 year limited warranty on post caps and clamps against structural failure due to deterioration, corrosion, or workmanship. • 15 year limited warranty on rails, rungs, rigid climbers, loops and decks against structural failure or workmanship. • 15 year limited warranty on all HDPE and rotational molded plastic components against structural failure due to materials or workmanship. • 5 year limited warranty on cables and nets against premature wear due to natural deterioration or manufacturing defects. • 5 year limited warranty on Swing Set Frames and Frame Hardware • 5 year limited warranty on PVC coating against cracking and peeling. • 3 year limited warranty on all blow molded plastics against structural failure due to materials or workmanship. • 3 year limited warranty on Shade Metal Framework and Shade Fabric. • 1 year limited warranty on moving parts against structural failure due to materials or workmanship. • 1 year limited warranty on all materials and products not covered above against failure due to materials or workmanship including swing parts (seats, hangers, chains, connectors). • 1 year limited warranty on all adult fitness equipment. • 1 year limited warranty on Shade Structure moving parts, cables and materials not specifically listed elsewhere. PlaygroundEquipment.com warrants its original customer for as long as the original customer owns the product and uses the product with normal use, installation, and maintenance in accordance with published specifications to be free from defects in materials and workmanship. This warranty does not cover damage from misuse, vandalism, modified parts or damage such as dents, scratches, fading/weathering and normal wear and tear. The warranty does not cover the cost of freight or labor for removal and installation of repaired or replacement parts. Warranty claims must be filed within the applicable warranty period. Replacement parts carry the applicable warranty from the date of shipment of the replacement part. Repair/Replacement orders for warranted products will be for the component part only. (Not the entire product.) Contact your PlaygroundEquipment.com distributor for a return authorization. Warranties are limited to repair or replacement of defective parts.A repaired or replacement part is covered only for the original warranty period.All warranties begin on the delivery date of the goods. Warranties are non-transferable and only apply to end users who purchase new products directly from PlaygroundEquipment.com or an authorized Playground Equipment.com distributor for personal or business use and not for the purpose of redistribution or re-sale. No other warranties apply. Shade-Specific Warranty Conditions The Limited Warranty for PlaygroundEquipment.com shades excludes the following: Damage from sources including vandalism, improper installation, misuse, wear and tear from normal use, accidental damage; exposure to extreme weather conditions, damage from salt or chlorine water, sand or other abrasive or corrosive elements; incorrect use, unauthorized repairs or alterations, improper or infrequent maintenance; cosmetic defects including but not limited to scratches, dents, peeling or fading finishes; abnormal conditions and contingent liability. The warranty does not extend to any damages due to natural weather conditions, including but not limited to hail, flooding, lightning, tornadoes, sand storms, shifts of terrain, earthquakes, mudslides, or windstorms. In areas with frequent hurricanes, removal of a shade fabric is required once a hurricane warning has been issued. In the unlikely event of failure, PlaygroundEquipment.com reserves the right to change the design, color, or any other contributing factors to fix the condition and help prevent any recurrence(s) in the future. PlaygroundEquipment.com retains the option to replace or repair any defects in materials. If any modifications, alterations, or attachments are made to the shade product without written consent from the manufacturer, the warranty will be void. Any addition of signs, ornaments, fans, lights, fixtures, miscellaneous objects or decorations hung from the shade structure will result in a void of the warranty, unless specifically designed and engineered by the manufacturer. PlaygroundEquipment.com does not include any implied warranty of merchantability, fitness, or purpose, and there are no warranties which extend beyond the description of the face hereof. Under no circumstances will PlaygroundEquipment.com be responsible for any indirect, special, consequential, incidental, or liquidated damages due to breach of warranty and such damages are specifically excluded from the warranty. The owner must notify Playground Equipment.com with the original issued purchase order number to schedule an inspection within 30 days after any defect is discovered under this warranty and prior to any attempt at repair or alteration. This Limited Warranty shall be null and void if the owner makes any alterations outside of instruction from PlaygroundEquipment.com. Warranty as of 01/10/22 Wildwood Playgrounds I Fortnight Festival Site Plan 39'-11" ------------------------------------------------ Fortnight Festival I I I I I I I - I � I ;4 I M I I I I I I I I I I I I I I I I I Perimeter.0 sq tt Design Request#23-08620 ®Pi�ayg�round Area:-1390 sq ft q E ui ment$ Created On:September 18.2023 The information provided on this sheet is subject to change without notice. C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Mary Ransier Ext.422 Department: Human Resources Briefing: ❑X Action Agenda: ❑X Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): January 8,2024,February 5,2024 Agenda Date: February 13,2024 Internal Review: ❑ Finance ® Human Resources © Legal ❑ Information Technology ❑X Risk (This is the responsibility of the requesting Department) Below for Clerk of the Board's Use Only: Item Number: Approved: ❑ Yes ❑ No ❑ Tabled ❑ No Action Taken Ordinance/Resolution No. Contract No. County Code: Item• Mason County Comparable Counties Background/Executive Summary: Update:Attached is the feedback received for this topic. Selecting the labor market for Mason County comparables includes similar counties that include criteria such as resident population,county budget, similar services, and assessed valuation. To normalize compensation comparisons of those on the east side of the State,information from the Federal Bureau of Economic Analysis adjusts for cost-of-living differences when necessary. Overall,the comparables would only include a change of two of the current seven counties(Cowlitz and Skagit for Kittitas and Walla Walla). Current Comps Comps startin 1/1/2024 Clallam Clallam Cowlitz Grays Harbor Grays Harbor Island Island Kittitas Jefferson Jefferson Lewis Lewis Skagit Walla Walla Budget Impact(amount,funding source,budget amendment): N/A Public Outreach (news release,community meeting, etc.): N/A Requested Action: Approval of the Resolution adopting the new Mason County comparable counties beginning January 1,2024. Attachments Resolution Feedback Email Resolution No. SETTING THE COMPARABLE COUNTIES FOR MASON COUNTY. WHEREAS,RCW 36.16.070 states ... "The Board shall fix compensation of all employees". WHEREAS,the comparables of Mason County have not been reviewed in over twenty years; WHEREAS, selection of comparable entities assist in the determining the compensation ranges of employees in Mason County while balancing fiscal capacity; WHEREAS,the selection of comparable entities for compensation purposes is grounded in objective measures such as resident population, county operating budget,number of employees, similar services, and assessed valuation; WHEREAS, to normalize compensation comparisons the factoring of data from the Federal Bureau of Economic Analysis will adjust for cost-of-living differences where necessary; WHEREAS, consistent comparables contribute to equity and support the classification and compensation philosophy of Mason County; NOW, THEREFORE,BE IT RESOLVED,that the Board of County Commissioners of Mason County hereby adopts the following counties as Mason County comparables: • Clallam County • Grays Harbor County • Island County • Kittitas County • Jefferson County • Lewis County • Walla Walla County DATED this day of , 2024. BOARD OF COUNTY COMMISSIONERS ATTEST: MASON COUNTY,WASHINGTON McKenzie Smith,Clerk of the Board Randy Neatherlin,Chair APPROVED AS TO FORM: Sharon Trask, Commissioner Ti tehead, Chief Deputy Prosecuting orney Kevin Shutty, Commissioner From: Nathan Birklid To: Mary Ransier Cc: Mark Neary;Sharon Trask; Kevin Shutty; Randy Neatherlin Subject: Comp.Concerns Date: Tuesday,January 23,2024 11:59:19 AM Good afternoon, I am writing to address the proposal for new comparable organizations, and I would like to recommend the establishment of a collaborative work group that involves all relevant stakeholders. It appears that the objective is to replace the two largest comparable organizations, in terms of population, with two smaller ones. It is noteworthy none of the counties that contribute to lowering the comparison are being changed, which may give the impression that this effort is solely aimed at reducing market value in order to decrease employee compensation. In the context of law enforcement, relying solely on the overall population of a county may not always provide an accurate measure of comparison. For instance, Skagit County and Cowlitz County may have larger total populations than Mason County. Skagit County has an approximate population of 130,000 residents, while Cowlitz County has an approximate population of 110,000 residents. However, the number of citizens living in the unincorporated areas of the county, which represents the service population, is actually lower than Mason County. Specifically, Mason County has an approximate population of 60,000 residents living in unincorporated areas, whereas Skagit County has approximately 46,800 residents and Cowlitz County has around 48,400 residents living in unincorporated areas. Furthermore, both Skagit County and Cowlitz County benefit from several incorporated cities that provide support and backup, which is not the case for Mason County. As a result, Mason County has a larger population to serve with fewer resources and support. When evaluating the inclusion of Walla Walla County and Kittitas County, it is important to consider that Walla Walla County has a total population of 61,890 residents, but only a service population of 16,453 residents. Similarly, Kittitas County has a total population of 46,191 residents, but a service population of 21,730 residents. In contrast, the Mason County Sheriff's Office received 24,689 calls for service in 2023, which exceeds the number of residents residing in the unincorporated areas of either of these "comparable" counties. I am confident that the guild will address the various PERC rulings and RCWs that have already established our current comparable agencies. Thank you for your attention to this matter. Lieutenant Birklid Mason County Sheriffs Office SWAT Team Commander/Training Manager 360-463-6413 nbirklid@masoncountywa.gov C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Mary Ransier&Winter Perez Ext.422 Department: Human Resources Briefing: ❑X Action Agenda: ❑ Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): February 5,2024 Agenda Date: Click or tap here to enter text. Internal Review: ❑X Finance ❑X Human Resources ❑ Legal ❑ Information Technology ❑ Risk (This is the responsibility of the requesting Department) Below for Clerk of the Board's Use Only: Item Number: Approved: ❑ Yes ❑ No ❑ Tabled ❑ No Action Taken Ordinance/Resolution No. Contract No. County Code: Item• $5,000 Recruitment Bonus for the Public Works Wastewater Manager Position Background/Executive Summary: The Public Works Wastewater Manager position has been open over a year.Recruitment for this position has been difficult due to the market.Research shows a$5,000 hiring bonus to be paid in equal installments of $2,500 upon hire and$2,500 upon completion of the first year,is comparable in the market. Budget Impact(amount, funding source,budget amendment): Salary savings Public Outreach (news release,community meeting, etc.): Repost position with updated information Requested Action: Approve Public Works and HR to advertise and administer a$5,000 recruitment bonus for the Wastewater Manager position. Review Resolution 2023-033 County Administrator's Level of Authority to see if these requests would apply moving forward. Attachments N/A C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Jennifer Beierle Ext. 532 Department: Support Services Briefing: ❑X Action Agenda: ❑X Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): February 5,2024 Agenda Date: February 13,2024 Internal Review: ❑ Finance ❑ Human Resources ❑X Legal ❑ Information Technology ❑ Other (This is the responsibility of the requesting Department) Below for Clerk of the Board's Use Only: Item Number: Approved: ❑ Yes ❑ No ❑ Tabled ❑ No Action Taken Ordinance/Resolution No. Contract No. County Code: Item• Professional Services Contract with Economic Development Council and a Memorandum of Understanding with the City of Shelton for 2024 Awards of.09 Rural County Sales&Use Tax Fund Background/Executive Summary: Two outside agency awards were approved by the Board of County Commissioners for.09 Rural Sales&Use Tax funding and placed in the 2024 budget. One is from the Economic Development Council for$99,000 and one is for the City of Shelton for$125,000.A professional services contract is requested to be approved with the EDC and a MOU is requested to be approved with the City of Shelton for the funding. From RCW 82.14.370-"Moneys collected under this section may only be used to finance public facilities* serving economic development purposes in rural counties and finance personnel in economic development offices**. The public facility must be listed as an item in the officially adopted county overall economic development plan***,or the economic development section of the county's comprehensive plan..." *"Public facilities"means bridges,roads,domestic and industrial water facilities,sanitary sewer facilities, earth stabilization, storm sewer facilities,railroads, electrical facilities,natural gas facilities,research,testing, training,and incubation facilities in innovation partnership zones designated under RCW 43.330.270, buildings, structures,telecommunications infrastructure,transportation infrastructure,or commercial infrastructure,and port facilities in the state of Washington. **"Economic development office"means an office of a county,port districts,or an associate development organization as defined in RCW 43.330.010,which promotes economic development purposes within the county. (Mason County Economic Development Office) ***Comprehensive Economic Development Strategy Project List(CEDS)that is adopted by resolution by the Commissioners. C Mason County Agenda Request Form Y /AtJ f{ Budget Impact(amount, funding source,budget amendment): $224,000 already budgeted in the 2024 .09 Rural Sales&Use Tax Fund 103 Public Outreach (news release,community meeting, etc.): Prior to awarding the funds,the County was required to circulate for comment.RCW 82.14.370(3)(b)states "...the county must consult with cities,towns,and port districts located within the county and the associate development organization serving the county to ensure that the expenditure meets the goals of chapter 130, Laws of 2004 and the requirements of(a)of this subsection" Requested Action: Approval for the Chair to sign the professional service contract with the Economic Development Council (EDC)for up to $99,000 and approve the Chair to sign the Memorandum of Understanding(MOU)with the City of Shelton for Satellite Wastewater Treatment Plant Headworks Upgrades Project for up to$125,000, both funded from the Sales&Use Tax.09 Fund(#103),2024 budget. Attachments Draft Professional Services Contract with the EDC Draft Memorandum of Understanding(MOU)with the City of Shelton MASON COUNTY and ECONOMIC DEVELOPMENT COUNCIL of MASON COUNTY PROFESSIONAL SERVICES CONTRACT This CONTRACT is made and entered into by and between Mason County, hereinafter referred to as "COUNTY" and the Economic Development Council of Mason County "CONTRACTOR" referred to as "CONTRACTOR." COUNTY and EDC are referred to collectively as the "parties." RECITALS: WHEREAS, sales tax and use funds collected under RCW 82.14.370 are to be used to finance public facilities serving economic development purposes in rural counties and finance personnel in economic development offices; and WHEREAS, the Economic Development Council of Mason County meets the requirement of being "an office of a county, port district, or an associate development organization as defined in RCW 43.330.010, which promotes economic development purposes within the county"with its purposes including the facilitation of the creation or retention of businesses and jobs in a county; and WHEREAS, through RCW 43.330.080 the Economic Development Council of Mason County, as the County's designated Associate Development Organization, is required to provide direct assistance including business planning to companies throughout the County who need support to stay in business, expand or relocate to Washington from out-of-state and other countries. Assistance must comply with business recruitment and retention protocols established by the State; and WHEREAS, COUNTY has consulted with the City of Shelton and the port districts located within the county to ensure that this expenditure meets the goals of chapter 130, Laws of 2004; and WHEREAS, COUNTY has determined that it is in the best interest of the residents of Mason County to contract with the Economic Development Council of Mason County to provide economic development technical assistance, support and services. NOW, THEREFORE, for and in consideration of the CONTRACT made, and the payments to be made by COUNTY, the parties agree to the following: Special Conditions Funding Source: Funds for this CONTRACT are provided as allowed in RCW 82.14.370 sales and use tax for public facilities in rural counties. Required County Matching Funds: Per RCW 43.330.086 COUNTY is required to provide matching funds for its Associate Development Organization's grant with the Washington State Department of Commerce. $61,349.00 of the funding provided through this CONTRACT is designated as the COUNTY's matching funds. I General Conditions Scope of Services: CONTRACTOR agrees to provide COUNTY the services and any materials as set forth as identified in "Exhibit A Scope-of-Services," during the CONTRACT period. No material, labor or facilities will be furnished by COUNTY, unless otherwise provided for in the CONTRACT. Term: The performance period for this CONTRACT will start on January 1, 2024 and end December 31, 2024. Services Outside of Term: Services provided by CONTRACTOR prior to or after the term of this CONTRACT shall be performed at the expense of CONTRACTOR and are not compensable under this CONTRACT unless both parties hereto agree to such provision in writing. The term of this CONTRACT may be extended by mutual consent of the parties; provided, however, that the CONTRACT is in writing and signed by both parties Extension: The duration of this CONTRACT may be extended by mutual written consent of the parties, for a period of up to one year. Compensation: CONTRACT total value is not to exceed $99,000. Independent Contractor: CONTRACTOR's services shall be furnished by the CONTRACTOR as an independent contractor, and nothing herein contained shall be construed to create a relationship of employer-employee. All payments made hereunder and all services performed shall be made and performed pursuant to this CONTRACT by the CONTRACTOR as an independent contractor. CONTRACTOR acknowledges that the entire compensation for this CONTRACT is specified in Exhibit B Compensation and the CONTRACTOR is not entitled to any benefits including, but not limited to: vacation pay, holiday pay, sick leave pay, medical, dental, or other insurance benefits, or any other rights or privileges afforded to employees of COUNTY. The CONTRACTOR represents that he/she/it maintains a separate place of business, serves clients other than COUNTY, will report all income and expense accrued under this CONTRACT to the Internal Revenue Service, and has a tax account with the State of Washington Department of Revenue for payment of all sales and use and Business and Occupation taxes collected by the State of Washington. CONTRACTOR will defend, indemnify and hold harmless COUNTY, its officers, agents or employees from any loss or expense, including, but not limited to, settlements,judgments, setoffs, attorneys' fees or costs incurred by reason of claims or demands because of breach of the provisions of this paragraph. Taxes: CONTRACTOR understands and acknowledges that COUNTY will not withhold Federal or State income taxes.Where required by State or Federal law, the CONTRACTOR authorizes COUNTY to withhold for any taxes other than income taxes (i.e., Medicare). All compensation received by the CONTRACTOR will be reported to the Internal Revenue Service at the end of the calendar year in accordance with the applicable IRS regulations. It is the responsibility of 2 the CONTRACTOR to make the necessary estimated tax payments throughout the year, if any, and the CONTRACTOR is solely liable for any tax obligation arising from the CONTRACTOR's performance of this CONTRACT. The CONTRACTOR hereby agrees to indemnify COUNTY against any demand to pay taxes arising from the CONTRACTOR's failure to pay taxes on compensation earned pursuant to this CONTRACT. COUNTY will pay sales and use taxes imposed on goods or services acquired hereunder as required by law. The CONTRACTOR must pay all other taxes, including, but not limited to, Business and Occupation Tax, taxes based on the CONTRACTOR's gross or net income, or personal property to which COUNTY does not hold title. COUNTY is exempt from Federal Excise Tax. No Guarantee of Employment: The performance of all or part of this CONTRACT by the CONTRACTOR shall not operate to vest any employment rights whatsoever and shall not be deemed to guarantee any employment of CONTRACTOR or any employee of CONTRACTOR or any sub-contractor or any employee of any sub-contractor by COUNTY at the present time or in the future. Accounting and Payment for CONTRACTOR Services: Payment to the CONTRACTOR for services rendered under this CONTRACT shall be as set forth in "Exhibit B Compensation." Where Exhibit"B" requires payments by the COUNTY, payment shall be based upon written claims supported, unless otherwise provided in Exhibit"B," by documentation of units of work actually performed and amounts earned, including, where appropriate, the actual number of days worked each month, total number of hours for the month, and the total dollar payment requested, so as to comply with municipal auditing requirements. Acceptable invoices will be processed within 30 days of receipt. Unless specifically stated in Exhibit "B" or approved in writing in advance by the official executing this CONTRACT for COUNTY or his or her designee (hereinafter referred to as the "Administrative Officer"). COUNTY will not reimburse the CONTRACTOR for any costs or expenses incurred by the CONTRACTOR in the performance of this CONTRACT. Where required, COUNTY shall, upon receipt of appropriate documentation, compensate the CONTRACTOR, no more often than monthly, in accordance with COUNTY's customary procedures, pursuant to the fee schedule set forth in Exhibit "B." Withholding Payment: In the event the CONTRACTOR has failed to perform any obligation under this CONTRACT within the times set forth in this CONTRACT, then COUNTY may, upon written notice, withhold from amounts otherwise due and payable to CONTRACTOR, without penalty, until such failure to perform is cured or otherwise adjudicated. Withholding under this clause shall not be deemed a breach entitling CONTRACTOR to termination or damages, provided that COUNTY promptly gives notice in writing to the CONTRACTOR of the nature of the default or failure to perform, and in no case more than ten (10) days after it determines to withhold amounts otherwise due. A determination of the Administrative Officer set forth in a notice to the CONTRACTOR of the action required and/or the amount required to cure any alleged failure to perform shall be deemed conclusive, except to the extent that the CONTRACTOR acts within the times and in strict accord with the provisions of the Disputes clause of this CONTRACT. COUNTY may act in accordance with any determination of the Administrative Officer which has become conclusive under this clause, without prejudice to any other remedy under the CONTRACT, to take all or any of the following actions: (1) cure any failure or default, (2) to pay any amount so required to be paid and to charge the same to the account of the 3 CONTRACTOR, (3)to set off any amount so paid or incurred from amounts due or to become due the CONTRACTOR. In the event the CONTRACTOR obtains relief upon a claim under the Disputes clause, no penalty or damages shall accrue to CONTRACTOR by reason of good faith withholding by COUNTY under this clause. Labor Standards: CONTRACTOR agrees to comply with all applicable state and federal requirements, including but not limited to those pertaining to payment of wages and working conditions, in accordance with RCW 39.12.040, the Prevailing Wage Act; the Americans with Disabilities Act of 1990; the Davis-Bacon Act; and the Contract Work Hours and Safety Standards Act providing for weekly payment of prevailing wages, minimum overtime pay, and providing that no laborer or mechanic shall be required to work in surroundings or under conditions which are unsanitary, hazardous, or dangerous to health and safety as determined by regulations promulgated by the Federal Secretary of Labor and/or the State of Washington. Conflict of Interest: If at any time prior to commencement of, or during the term of this CONTRACT, CONTRACTOR or any of its employees involved in the performance of this CONTRACT shall have or develop an interest in the subject matter of this CONTRACT that is potentially in conflict with the COUNTY's interest, then CONTRACTOR shall immediately notify COUNTY of the same. The notification of COUNTY shall be made with sufficient specificity to enable COUNTY to make an informed judgment as to whether or not COUNTY's interest may be compromised in any manner by the existence of the conflict, actual or potential. Thereafter, COUNTY may require CONTRACTOR to take reasonable steps to remove the conflict of interest. COUNTY may also terminate this CONTRACT according to the provisions herein for termination. Non-Discrimination in Employment: COUNTY's policy is to provide equal opportunity in all terms, conditions and privileges of employment for all qualified applicants and employees without regard to race, color, creed, religion, national origin, sex, sexual orientation, age, marital status, disability, or veteran status. CONTRACTOR shall comply with all laws prohibiting discrimination against any employee or applicant for employment on the grounds of race, color, creed, religion, national origin, sex, sexual orientation, age, marital status, disability, or veteran status, except where such constitutes a bona fide occupational qualification. Furthermore, in those cases in which CONTRACTOR is governed by such laws, CONTRACTOR shall take affirmative action to insure that applicants are employed, and treated during employment, without regard to their race, color, creed, religion, national origin, sex, age, marital status, sexual orientation, disability, or veteran status, except where such constitutes a bona fide occupational qualification. Such action shall include, but not be limited to: advertising, hiring, promotions, layoffs or terminations, rate of pay or other forms of compensation benefits, selection for training including apprenticeship, and participation in recreational and educational activities. In all solicitations or advertisements for employees placed by them or on their behalf, CONTRACTOR shall state that all qualified applicants will receive consideration for employment without regard to race, color, religion, sex or national origin. 4 The foregoing provisions shall also be binding upon any sub-contractor, provided that the foregoing provision shall not apply to contracts or sub-contractors for standard commercial supplies or raw materials, or to sole proprietorships with no employees. Non-Discrimination in Client Services: CONTRACTOR shall not discriminate on the grounds of race, color, creed, religion, national origin, sex, age, marital status, sexual orientation, disability, or veteran status; or deny an individual or business any service or benefits under this CONTRACT; or subject an individual or business to segregation or separate treatment in any manner related to his/her/its receipt any service or services or other benefits provided under this CONTRACT; or deny an individual or business an opportunity to participate in any program provided by this CONTRACT. Waiver of Noncompetition: CONTRACTOR irrevocably waives any existing rights which it may have, by contract or otherwise, to require another person or corporation to refrain from submitting a proposal to or performing work or providing supplies to COUNTY, and CONTRACTOR further promises that it will not in the future, directly or indirectly, induce or solicit any person or corporation to refrain from submitting a bid or proposal to or from performing work or providing supplies to COUNTY. Ownership of Items Produced: All writings, programs, data, public records or other materials prepared by CONTRACTOR and/or its consultants or sub-contractors, in connection with performance of this CONTRACT, shall be the sole and absolute property of COUNTY. When CONTRACTOR creates any copyrightable materials or invents any patentable property, CONTRACTOR may copyright or patent the same, but COUNTY retains a royalty-free, nonexclusive and irrevocable license to reproduce, publish, recover, or otherwise use the materials or property and to authorize other governments to use the same for state or local governmental purposes. CONTRACTOR further agrees to make research, notes, and other work products produced in the performance of this CONTRACT available to COUNTY upon request. Work Product: CONTRACTOR will provide COUNTY with all work product including; reports, surveys, studies, data collected and other as appropriate prior to the release of the final payment for services. Patent/Copyright Infringement: CONTRACTOR will defend and indemnify COUNTY from any claimed action, cause or demand brought against COUNTY, to the extent such action is based on the claim that information supplied by the CONTRACTOR infringes any patent or copyright. CONTRACTOR will pay those costs and damages attributable to any such claims that are finally awarded against COUNTY in any action. Such defense and payments are conditioned upon the following: A. CONTRACTOR shall be notified promptly in writing by COUNTY of any notice of such claim. B. CONTRACTOR shall have the right, hereunder, at its option and expense, to obtain for COUNTY the right to continue using the information, in the event such claim of infringement, is made, provided no reduction in performance or loss results to COUNTY. Confidentiality: CONTRACTOR, its employees, sub-contractors, and their employees shall maintain the confidentiality of all information provided by COUNTY or acquired by CONTRACTOR in performance of this CONTRACT, except upon the prior written consent of COUNTY or an order 5 entered by a court after having acquired jurisdiction over COUNTY. CONTRACTOR shall immediately give to COUNTY notice of any judicial proceeding seeking disclosure of such information. CONTRACTOR shall indemnify and hold harmless COUNTY, its officials, agents or employees from all loss or expense, including, but not limited to, settlements,judgments, setoffs, attorneys'fees and costs resulting from CONTRACTOR's breach of this provision. Right to Review: This CONTRACT is subject to review by any Federal, State or COUNTY auditor. COUNTY or its designee shall have the right to review and monitor the financial and service components of this program by whatever means are deemed expedient by the Administrative Officer or by COUNTY's Auditor's Office. Such review may occur with or without notice and may include, but is not limited to, on-site inspection by COUNTY agents or employees, inspection of all records or other materials which COUNTY deems pertinent to the CONTRACT and its performance, and any and all communications with or evaluations by service recipients under this CONTRACT. CONTRACTOR shall preserve and maintain all financial records and records relating to the performance of work under this CONTRACT for six (6) years after CONTRACT termination, and shall make them available for such review, within Mason County, State of Washington, upon request. CONTRACTOR also agrees to notify the Administrative Officer in advance of any inspections, audits, or program review by any individual, agency, or governmental unit whose purpose is to review the services provided within the terms of this CONTRACT. If no advance notice is given to CONTRACTOR, then CONTRACTOR agrees to notify the Administrative Officer as soon as it is practical. Insurance Requirements: At a minimum, CONTRACTOR shall provide insurance that meets or exceeds the requirements detailed in "Exhibit C Insurance Requirements." Insurance as a Condition of Payment: Payments due to CONTRACTOR under this CONTRACT are expressly conditioned upon the CONTRACTOR's strict compliance with all insurance requirements under this CONTRACT. Payment to CONTRACTOR shall be suspended in the event of non-compliance. Upon receipt of evidence of full compliance, payments not otherwise subject to withholding or set-off will be released to CONTRACTOR. Proof of Insurance: A Certificate of Insurance naming COUNTY as the Certificate Holder must be provided to COUNTY within five (5) days of CONTRACT execution. Industrial Insurance Waiver: With respect to the performance of this CONTRACT and as to claims against COUNTY, its officers, agents and employees, CONTRACTOR expressly waives its immunity under Title 51 of the Revised Code of Washington, the Industrial Insurance Act, for injuries to its employees and agrees that the obligations to indemnify, defend and hold harmless provided in this CONTRACT extend to any claim brought by or on behalf of any employee of CONTRACTOR. This waiver is mutually negotiated by the parties to this CONTRACT. CONTRACTOR Commitments, Warranties and Representations: Any written commitment received from CONTRACTOR concerning this CONTRACT shall be binding upon CONTRACTOR, unless otherwise specifically provided herein with reference to this paragraph. Failure of CONTRACTOR to fulfill such a commitment shall render CONTRACTOR liable for damages to COUNTY. A commitment includes, but is not limited to, 6 any representation made prior to execution of this CONTRACT, whether or not incorporated elsewhere herein by reference, as to performance of services or equipment, prices or options for future acquisition to remain in effect for a fixed period, or warranties. Defense and Indemnity Contract: Indemnification by CONTRACTOR. To the fullest extent permitted by law, CONTRACTOR agrees to indemnify, defend and hold COUNTY and its departments, elected and appointed officials, employees, agents and volunteers, harmless from and against any and all claims, damages, losses and expenses, including but not limited to court costs, attorney's fees and alternative dispute resolution costs, for any personal injury, for any bodily injury, sickness, disease or death and for any damage to or destruction of any property (including the loss of use resulting therefrom)which 1) are caused in whole or in part by any act or omission, negligent or otherwise, of the CONTRACTOR, its employees, agents or volunteers or CONTRACTOR's subcontractors and their employees, agents or volunteers; or 2) are directly or indirectly arising out of, resulting from, or in connection with performance of this CONTRACT; or 3) are based upon CONTRACTOR's or its subcontractors' use of, presence upon or proximity to the property of COUNTY. This indemnification obligation of CONTRACTOR shall not apply in the limited circumstance where the claim, damage, loss or expense is caused by the sole negligence of COUNTY. This indemnification obligation of the CONTRACTOR shall not be limited in any way by the Washington State Industrial Insurance Act, RCW Title 51, or by application of any other workmen's compensation act, disability benefit act or other employee benefit act, and the CONTRACTOR hereby expressly waives any immunity afforded by such acts. The foregoing indemnification obligations of the CONTRACTOR are a material inducement to COUNTY to enter into this CONTRACT, are reflected in CONTRACTOR's compensation, and have been mutually negotiated by the parties. Participation by County— No Waiver. COUNTY reserves the right, but not the obligation, to participate in the defense of any claim, damages, losses or expenses and such participation shall not constitute a waiver of CONTRACTOR's indemnity obligations under this CONTRACT. Survival of CONTRACTOR's Indemnity Obligations. CONTRACTOR agrees all CONTRACTOR's indemnity obligations shall survive the completion, expiration or termination of this CONTRACT. Indemnity by Subcontractors. In the event the CONTRACTOR enters into subcontracts to the extent allowed under this CONTRACT, CONTRACTOR's subcontractors shall indemnify COUNTY on a basis equal to or exceeding CONTRACTOR's indemnity obligations to COUNTY. Compliance with Applicable Laws, Rules and Regulations: This CONTRACT shall be subject to all laws, rules, and regulations of the United States of America, the State of Washington, political subdivisions of the State of Washington and Mason County. CONTRACTOR also agrees to comply with applicable Federal, State, County or municipal standards for licensing, certification and operation of facilities and programs, and accreditation and licensing of individuals. Administration of Contract: COUNTY hereby appoints, and CONTRACTOR hereby accepts, the Mason County County Administrator or designee, as COUNTY's representative, hereinafter referred to as the Administrative Officer, for the purposes of administering the provisions of this CONTRACT, including COUNTY's right to receive and act on all reports and documents, and any auditing performed by the COUNTY related to this CONTRACT. 7 The Administrative Officer for purposes of this CONTRACT is: Mark Neary County Administrator Mason County 411 N. 5th Street Shelton, WA 98584 Phone: 360-427-9670 Ext. 530 mneary(a-)masoncountywa.gov CONTRACTOR's Primary Contact's Information: Joe Schmidt 628 W Alder St Shelton, WA 98584 Phone: 360-426-2276 E-mail: karin(a)choosemason.com Notice: Except as set forth elsewhere in the CONTRACT, for all purposes under this CONTRACT except service of process, notice shall be given by CONTRACTOR to COUNTY's Administrative Officer under this CONTRACT. Notices and other communication may be conducted via e-mail, U.S. mail, fax, hand-delivery or other generally accepted manner including delivery services. Modifications: Either party may request changes in the CONTRACT. Any and all agreed modifications, to be valid and binding upon either party, shall be in writing and signed by both of the parties. Termination for Default: If CONTRACTOR defaults by failing to perform any of the obligations of the CONTRACT or becomes insolvent or is declared bankrupt or commits any act of bankruptcy or insolvency or makes an assignment for the benefit of creditors, COUNTY may, by depositing written notice to CONTRACTOR in the U.S. mail, terminate the CONTRACT, and at COUNTY's option, obtain performance of the work elsewhere. If the CONTRACT is terminated for default, CONTRACTOR shall not be entitled to receive any further payments under the CONTRACT until all work called for has been fully performed. Any extra cost or damage to COUNTY resulting from such default(s) shall be deducted from any money due or coming due to CONTRACTOR. CONTRACTOR shall bear any extra expenses incurred by COUNTY in completing the work, including all increased costs for completing the work, and all damage sustained, or which may be sustained by COUNTY by reason of such default. If a notice of termination for default has been issued and it is later determined for any reason that CONTRACTOR was not in default, the rights and obligations of the parties shall be the same as if the notice of termination had been issued pursuant to the Termination for Public Convenience paragraph hereof. Termination for Public Convenience: COUNTY may terminate this CONTRACT in whole or in part whenever COUNTY determines, in its sole discretion, that such termination is in the interests of COUNTY. Whenever the CONTRACT is terminated in accordance with this paragraph, CONTRACTOR shall be entitled to payment for actual work performed in compliance with Exhibit A Scope-of-Services and 8 Exhibit B Compensation. An equitable adjustment in the CONTRACT price for partially completed items of work will be made, but such adjustment shall not include provision for loss of anticipated profit on deleted or uncompleted work. Termination of this CONTRACT by COUNTY at any time during the term, whether for default or convenience, shall not constitute breach of CONTRACT by COUNTY. Termination for Reduced Funding: COUNTY may terminate this CONTRACT in whole or in part should COUNTY determine, in its sole discretion, that such termination is necessary due to a decrease in available funding including State and/or Federal grants. Whenever the CONTRACT is terminated in accordance with this paragraph, the CONTRACTOR shall be entitled to payment for actual work performed in compliance with Exhibit A Scope-of-Services and Exhibit B Compensation. Disputes: 1. Differences between the CONTRACTOR and COUNTY, arising under and by virtue of the CONTRACT shall be brought to the attention of COUNTY at the earliest possible time in order that such matters may be settled or other appropriate action promptly taken. For objections that are not made in the manner specified and within the time limits stated, the records, orders, rulings, instructions, and decisions of the Administrative Officer shall be final and conclusive. 2. The CONTRACTOR shall not be entitled to additional compensation which otherwise may be payable, or to extension of time for (1) any act or failure to act by the Administrative Officer of COUNTY, or (2) the happening of any event or occurrence, unless the CONTRACTOR has given COUNTY a written Notice of Potential Claim within ten (10) days of the commencement of the act, failure, or event giving rise to the claim, and before final payment by COUNTY. The written Notice of Potential Claim shall set forth the reasons for which the CONTRACTOR believes additional compensation or extension of time is due, the nature of the cost involved, and insofar as possible, the amount of the potential claim. CONTRACTOR shall keep full and complete daily records of the work performed, labor and material used, and all costs and additional time claimed to be additional. 3. The CONTRACTOR shall not be entitled to claim any such additional compensation, or extension of time, unless within thirty (30) days of the accomplishment of the portion of the work from which the claim arose, and before final payment by COUNTY, the CONTRACTOR has given COUNTY a detailed written statement of each element of cost or other compensation requested and of all elements of additional time required, and copies of any supporting documents evidencing the amount or the extension of time claimed to be due. Arbitration: Other than claims for injunctive relief brought by a party hereto (which may be brought either in court or pursuant to this arbitration provision), and consistent with the provisions hereinabove, any claim, dispute or controversy between the parties under, arising out of, or related to this CONTRACT or otherwise, including issues of specific performance, shall be determined by arbitration in Shelton, Washington, under the applicable American Arbitration Association (MA) rules in effect on the date hereof, as modified by this CONTRACT. There shall be one arbitrator selected by the parties within ten (10) days of the arbitration demand, or if not, by the AAA or any other group having similar credentials. Any issue about whether a claim is covered by this CONTRACT shall be determined by the arbitrator. The arbitrator shall apply substantive law and may award injunctive relief, equitable relief(including specific performance), or any other remedy available from a judge, including expenses, costs and attorney fees to the prevailing party and pre-award interest, but shall not have the power to award punitive damages. The decision of the arbitrator shall be final and binding and an order confirming the award or judgment upon the award may be entered in any court having jurisdiction. The parties agree 9 that the decision of the arbitrator shall be the sole and exclusive remedy between them regarding any dispute presented or pled before the arbitrator. At the request of either party made not later than forty-five (45) days after the arbitration demand, the parties agree to submit the dispute to nonbinding mediation, which shall not delay the arbitration hearing date; provided, that either party may decline to mediate and proceed with arbitration. Any arbitration proceeding commenced to enforce or interpret this CONTRACT shall be brought within six (6) years after the initial occurrence giving rise to the claim, dispute or issue for which arbitration is commenced, regardless of the date of discovery or whether the claim, dispute or issue was continuing in nature. Claims, disputes or issues arising more than six (6)years prior to a written request or demand for arbitration issued under this CONTRACT are not subject to arbitration. Venue and Choice of Law: In the event that any litigation should arise concerning the construction or interpretation of any of the terms of this CONTRACT, the venue of such action of litigation shall be in the courts of the State of Washington and Mason County. Unless otherwise specified herein, this CONTRACT shall be governed by the laws of the State of Washington. Severability: If any term or condition of this CONTRACT or the application thereof to any person(s)or circumstances is held invalid, such invalidity shall not affect other terms, conditions or applications which can be given effect without the invalid term, condition or application. To this end, the terms and conditions of this CONTRACT are declared severable. Waiver: Waiver of any breach or condition of this CONTRACT shall not be deemed a waiver of any prior or subsequent breach. No term or condition of this CONTRACT shall be held to be waived, modified or deleted except by an instrument, in writing, signed by the parties hereto. The failure of COUNTY to insist upon strict performance of any of the covenants of this CONTRACT, or to exercise any option herein conferred in any one or more instances, shall not be construed to be a waiver or relinquishment of any such, or any other covenants or contracts, but the same shall be and remain in full force and effect. Order of Precedence: A. Applicable federal, state and county statutes, regulations, policies, procedures, federal Office of Management and Budget (OMB) circulars and federal and state executive orders. B. Funding source agreement(s) including attachments C. Exhibit C Insurance Requirements D. Special Conditions E. General Condition F. Exhibits A and B Entire Contract: This written CONTRACT, comprised of the writings signed or otherwise identified and attached hereto, represents the entire CONTRACT between the parties and supersedes any prior oral statements, discussions or understandings between the parties. 10 ECONOMIC DEVELOPMENT COUNCIL BOARD OF COUNTY COMMISSIONERS of MASON COUNTY MASON COUNTY, WASHINGTON Joe Schmidt, Acting Executive Director Randy Neatherlin, Chair Dated: Dated: APPROVED AS TO FORM: Tim Whitehead, Chief DPA II EXHIBIT A SCOPE OF SERVICES CONTRACTOR to provide a budget by expense category totaling $99,000 for the 2024 one year contract to the BOCC within fifteen days (15) of contract execution. CONTRACTOR to provide update to Board of County Commissioners at commission business meetings. Deliverable: At a minimum of once per quarter the Executive Director or designee will provide a brief update on EDC work to the County. RECRUITMENT & MARKETING CONTRACTOR to market Mason County as excellent locations to expand or relocate a business and positioning Washington as a globally competitive place to grow business, which may include developing and executing regional plans to attract companies from out of state. Deliverable: number of businesses contacted. CONTRACTOR to provide site location assistance for businesses that are looking to locate in Mason County. Deliverable: Quarterly list of project names. BUSINESS RETENTION & EXPANSION ACTIVITIES CONTRACTOR to work with partners throughout the county including, but no limited to, local governments, workforce development councils, port districts, community and technical colleges and higher education institutions, export assistance providers, small business assistance programs, innovation partnership zones, and other federal, state, and local programs to facilitate the alignment of planning efforts and the seamless delivery of business support services within the entire county. Deliverable: copy of communication plan on or before 3/31/2024 and a quarterly dashboard of communication analytics. CONTRACTOR to provide business retention and expansion services throughout the county. Such services must include, but are not limited to, business outreach and monitoring efforts to identify and address challenges and opportunities faced by businesses, assistance to trade impacted businesses in applying for grants from the federal trade adjustment assistance, and the provision of information to businesses on resources available for microenterprise development and resources available on the revitalization of commercial districts. Deliverable: number of businesses visited and number of follow-ups with existing businesses. CONTRACTOR to participate with the state board for community and technical colleges in the coordination of the job skills training program and the customized training program within its region. BUSINESS ASSISTANCE CONTRACTOR to provide or facilitate the provision of export assistance through workshops or one-on-one assistance. CONTRACTOR to provide information on state and local permitting processes, tax issues, export assistance, and other essential information for operating, expanding, or locating a business in Mason County. Deliverable: number of businesses that direct assistance was provided, and number of follow-up interactions. 12 READINESS & CAPACITY BUILDING CONTRACTOR to solicit, compile and rank the Comprehensive Economic Development Strategy (CEDS) list annually. Submit to COUNTY for review and approval on or before 6/30/21. CONTRACTOR to provide an annual economic report. Deliverable: report of economic indicators and comparisons in Mason County. CONTRACTOR to participate in economic development system-wide discussions regarding gaps in business start-up assistance in Mason County. CONTRACTOR to participate in development of a countywide economic development plan in conjunction with other governmental jurisdictions and institutions. CONTRACTOR to provide an annual snapshot of local economic conditions to include breakdowns of the three UGAs. Deliverable: Economic Vitality index. 13 EXHIBIT B COMPENSATION A. Compensation: CONTRACTOR will be compensated a total of$99,000 which will be paid in four equal payments of$24,750 after the receipt of an acceptable invoice. B. Requests for Payment: 1. At a minimum the invoice is to include: performance period; date of submission; CONTRACTOR's name, remittance address and phone number; invoice total; and any additional applicable information. 2. Submit invoice with required performance report via e-mail to dlz@masoncountywa.gov and jb(a�masoncountywa.gov 3. Payment will be made to CONTRACTOR within thirty (30) days of the receipt of a complete and accurate invoice. 14 EXHIBIT C INSURANCE REQUIREMENTS A. MINIMUM Insurance Requirements: 1. Commercial General Liability Insurance using Insurance Services Office "Commercial General Liability" policy form CG 00 01, with an edition date prior to 2004, or the exact equivalent. Coverage for an additional insured shall not be limited to its vicarious liability. Defense costs must be paid in addition to limits. Limits shall be no less than $1,000,000 per occurrence for all covered losses and no less than $2,000,000 general aggregate, for bodily injury, personal injury, and property damage, including without limitation, blanket contractual liability. 2. Workers' Compensation on a state-approved policy form providing statutory benefits as required by law with employer's liability limits for CONTRACTOR's, with two (2) or more employees and/or volunteers, no less than $1,000,000 per accident for all covered losses. 3. Business Auto Coverage on ISO Business Auto Coverage form CA 00 01 including owned, non-owned and hired autos, or the exact equivalent. Limits shall be no less than $1,000,000 per accident, combined single limit. If CONTRACTOR owns no vehicles, this requirement may be satisfied by a non-owned auto endorsement to the general liability policy described above. If CONTRACTOR or CONTRACTOR's employees will use personal autos in any way on this project, CONTRACTOR shall obtain evidence of personal auto liability coverage for each such person. 4. Professional liability (errors & omissions) insurance. CONTRACTOR shall maintain professional liability insurance that covers the services to be performed in connection with this CONTRACT, in the minimum amount of$1,000,000 per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this CONTRACT and Consultant agrees to maintain continuous coverage through a period no less than three years after completion of the services required by this CONTRACT. 5. Excess or Umbrella Liability Insurance (Over Primary) if used to meet limit requirements, shall provide coverage at least as broad as specified for the underlying coverages. Such policy or policies shall include as insureds those covered by the underlying policies, including additional insureds. Coverage shall be "pay on behalf', with defense costs payable in addition to policy limits. There shall be no cross liability exclusion precluding coverage for claims or suits by one insured against another. Coverage shall be applicable to COUNTY for injury to employees of CONTRACTOR, subcontractors or others involved in the Work. The scope of coverage provided is subject to approval of COUNTY following receipt of proof of insurance as required herein. B. Certificate of Insurance: A Certificate of Insurance naming COUNTY as the Certificate Holder must be provided to COUNTY within five (5) days of CONTRACT execution. C. Basic Stipulations: 1. CONTRACTOR agrees to endorse third party liability coverage required herein to include as additional insureds COUNTY, its officials, employees and agents, using ISO endorsement CG 20 10 with an edition date prior to 2004. CONTRACTOR also agrees to require all subcontractors, and anyone else involved in this CONTRACT on behalf of the CONTRACTOR (hereinafter"indemnifying parties")to comply with these provisions. 15 2. CONTRACTOR agrees to waive rights of recovery against COUNTY regardless of the applicability of any insurance proceeds, and to require all indemnifying parties to do likewise. 3. All insurance coverage maintained or procured by CONTRACTOR or required of others by CONTRACTOR pursuant to this CONTRACT shall be endorsed to delete the subrogation condition as to COUNTY, or must specifically allow the named insured to waive subrogation prior to a loss. 4. All coverage types and limits required are subject to approval, modification and additional requirements by COUNTY. CONTRACTOR shall not make any reductions in scope or limits of coverage that may affect COUNTY's protection without COUNTY's prior written consent. 5 CONTRACTOR agrees upon request by COUNTY to provide complete, certified copies of any policies required within 10 days of such request. COUNTY has the right, but not the duty, to obtain any insurance it deems necessary to protect its interests. Any premium so paid by COUNTY shall be charged to and promptly paid by CONTRACTOR or deducted from sums due CONTRACTOR. Any actual or alleged failure on the part of COUNTY or any other additional insured under these requirements to obtain proof of insurance required under this CONTRACT in no way waives any right or remedy of COUNTY or any additional insured, in this or in any other regard. 6. It is acknowledged by the parties of this CONTRACT that all insurance coverage required to be provided by CONTRACTOR or indemnifying party, is intended to apply first and on a primary non-contributing basis in relation to any other insurance or self-insurance available to COUNTY. 7. CONTRACTOR agrees not to self-insure or to use any self-insured retentions on any portion of the insurance required herein and further agrees that it will not allow any indemnifying party to self- insure its obligations to COUNTY. If CONTRACTOR's existing coverage includes a self- insured retention, the self-insured retention must be declared to the COUNTY. The COUNTY may review options with CONTRACTOR, which may include reduction or elimination of the self- insured retention, substitution of other coverage, or other solutions. 8. CONTRACTOR will renew the required coverage annually as long as COUNTY, or its employees or agents face an exposure from operations of any type pursuant to this CONTRACT. This obligation applies whether or not the CONTRACT is canceled or terminated for any reason. Termination of this obligation is not effective until COUNTY executes a written statement to that effect. 9. The limits of insurance as described above shall be considered as minimum requirements. Should any coverage carried by CONTRACTOR or a subcontractor of any tier maintain insurance with limits of liability that exceed the required limits or coverage that is broader than as outlined above, those higher limits and broader coverage shall be deemed to apply for the benefit of any person or organization included as an additional insured and those limits shall become the required minimum limits of insurance in all Paragraphs and Sections of this CONTRACT. 10. None of the policies required herein shall be in compliance with these requirements if they include any limiting endorsement that has not been first submitted to COUNTY and approved of in writing. 16 11. The requirements in this Exhibit supersede all other sections and provisions of this CONTRACT to the extent that any other section or provision conflicts with or impairs the provisions of this Exhibit. 12. Unless otherwise approved by COUNTY, insurance provided pursuant to these requirements shall be by insurers authorized to do business in Washington and with a minimum A.M. Best rating of A-:VII. 13. All insurance coverage and limits provided by CONTRACTOR and available or applicable to this CONTRACT are intended to apply to the full extent of the policies. Nothing contained in this CONTRACT limits the application of such insurance coverage. 14. CONTRACTOR agrees to provide prompt notice to COUNTY of any notice of cancellation of any required policy or of any material alteration or non-renewal of any such policy, other than for non-payment of premium. CONTRACTOR shall assure that this provision also applies to any of its employees, agents or subcontractors engaged by or on behalf of CONTRACTOR in relation to this CONTRACT. 15. COUNTY reserves the right at any time during the term of the CONTRACT to change the amounts and types of insurance required by giving the CONTRACTOR ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the CONTRACTOR, the COUNTY and CONTRACTOR may renegotiate CONTRACTOR's compensation. 16. Requirements of specific coverage features are not intended as limitation on other requirements or as waiver of any coverage normally provided by any given policy. Specific reference to a coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all-inclusive. 17. CONTRACTOR agrees to provide immediate notice to COUNTY of any claim or loss against CONTRACTOR arising out of the work performed under this CONTRACT. COUNTY assumes no obligation or liability by such notice, but has the right (but not the duty)to monitor the handling of any such claim or claims if they are likely to involve COUNTY. 17 MEMORANDUM OF UNDERSTANDING Between MASON COUNTY and City of Shelton To provide funding from the Rural County .09 Sales Tax Fund (#103) to support The City of Shelton's Satellite Wastewater Treatment Plant Headworks Upgrades Project 1. Purpose. This agreement is between the Mason County (County) and City of Shelton (City) to provide up to $125,000 in funding from the Rural County .09 Sales Tax Fund (#103). 2. Recitals. a) Funds for this Memorandum of Understanding (MOU) are provided as allowed in RCW 82.14.370 sales and use tax for public facilities in rural counties. b) The City of Shelton submitted a request for$125,000 from the .09 Rural County Sales & Use Tax Fund (#103) to construct upgrades to the headworks at the City's Satellite Wastewater Treatment Plant near Sanderson Field. c) The 2023-2024 Comprehensive Economic Development Strategy (CEDS) project list was amended to include this project. 3. Agreement. The parties hereto mutually agree to the following understanding: a) The City will provide a budget by expense category totaling $125,000 for the 2024 one- year contract to Mason County within 15 days of contract execution. b) The City will be responsible for completing the work on this project and will submit eligible invoices to the County for reimbursement. Costs incurred by the City prior to or after the term of this MOU shall be incurred at the expense of the City and are not compensable under this MOU. c) The City will maintain complete financial records relating to this agreement. All records shall be kept in a manner which provides an audit trail for all expenditures. All records shall be open for audit or inspection by the County or by any duly authorized audit representative of the State of Washington for a period of at least three years after the contract term. If any such audit identifies discrepancies in the financial records, the City shall provide clarification and/or make adjustments accordingly. d) The County will make payment to the City within 30 days of the receipt of eligible invoices. 4. Term: The term for this MOU is January 1, 2024 and ends December 31, 2024. 5. Compensation: MOU total value is not to exceed $125,000. 6. Administration of Contract: County hereby appoints, and the City hereby accepts, the Mason County Board of County Commissioners Chair or designee, as County's representative, for the purposes of administering the provisions of this agreement, including County's right to receive and act on all reports and documents, and any auditing performed by the County related to this agreement. 1 The County's representative for purposes of this MOU is: Randy Neatherlin County Commissioner Chair Mason County 411 N 5th Street Shelton, WA 98584 Phone: 360-427-9670 Email: randyn(cDmasoncountywa.gov City's Primary Contact Information: Mark Ziegler City Manager City of Shelton 525 W Cota Street Shelton, WA 98584 Phone: 360-432-5194 Email: mark.ziegler .sheltonwa.gov CITY OF SHELTON BOARD OF COUNTY COMMISSIONERS MASON COUNTY, WASHINGTON Mark Ziegler, City Manager Randy Neatherlin, Chair Dated: Dated: APPROVED AS TO FORM: Tim Whitehead, Chief DPA 2 C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Mark Neary Ext. 530 Department: County Administrator Briefing: Action Agenda: ❑ Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): February 5,2024 Agenda Date: March Internal Review: ❑ Finance ❑ Human Resources ❑ Legal ❑ Information Technology ❑ Other (This is the responsibility of the requesting Department) Below for Clerk of the Board's Use Only: Item Number: Approved: ❑ Yes ❑ No ❑ Tabled ❑ No Action Taken Ordinance/Resolution No. Contract No. County Code: Item• Mason County Citizens' Commission on Salaries for Elected Officials Background/Executive Summary: The Mason County Commissioners adopted Resolution#2024-002 on January 16,2024 establishing the Mason County Citizens' Commission on Salaries for Elected Officials(Salary Commission),pursuant to RCW 36.17.024(4). This Salary Commission will set the salary for the County Commissioners and the elected Auditor,Assessor,Clerk,Coroner, Sheriff and Treasurer.The salary for the Superior Court and District Court judges,and the Prosecuting Attorney are established at the state level. This Salary Commission consists of 10 members with six being randomly selected from registered voters by the County Auditor and the remaining four members appointed by the County Commissioners. These four members must be a Mason County resident and have experience in the field of personnel management or a related field. The members of the Commission may not include any officer,official,or employee of the county or any of their immediate family members. "Immediate family member"as used in for this Commission means the parents, spouse, siblings,children,or dependent relatives of the officer,official, or employee,whether or not living in the household of the officer,official,or employee. Staff recommends issuing a news release soliciting applicants with an application due date of February 20. The applications will be briefed on February 26;interview on March 4 and the County Commissioners will make the appointments at the March 12 Commission meeting. To meet the May 1,2024 deadline the meetings must start in March and Support Services will provide staff support. cqi Mason County Agenda Request Form Budget Impact(amount, funding source,budget amendment): Staff time Public Outreach (news release,community meeting, etc.): News release soliciting applicants Requested Action: Issue the news release on February 5 Attachments News release Application 5os coal �' ap NEWS RELEASE February 5, 2024 - MASON COUNTY COMMISSIONERS' OFFICE 1854 411 N 5TH ST, BLDG 1, SHELTON,WA 98584 TO: KMAS, KRXY, SHELTON-MASON COUNTY JOURNAL, THE OLYMPIAN, SHELTON CHAMBER OF COMMERCE,NORTH MASON CHAMBER OF COMMERCE, CITY OF SHELTON, ECONOMIC DEVELOPMENT COUNCIL, THE SUN RE: Mason County Citizens' Commission on Salaries for Elected Officials The Board of Mason County Commissioners adopted Resolution No. 2024-002 on January 16, 2024 establishing the Mason County Citizens' Commission on Salaries for Elected Officials (Commission)pursuant to RCW 36.17.024(4): hgps:Hgpp.leg wa.gov/rcw/default.aspx?cite=36.17.024 The general purpose of the Commission is to set the salaries of the County Commissioners and the elected Auditor, Assessor, Clerk, Coroner, Sheriff, and Treasurer. The salary for Superior Court and District Court judges, and the Prosecuting Attorney, are established at the state level. The Commission will consist of ten members with six of the ten being randomly selected from registered voters by the County Auditor. The remaining four Commission members must be a resident of Mason County and shall be appointed by the County Commissioners. The persons selected for these positions shall have experience in the field of personnel management or a related field. The members of the Commission may not include any officer, official, or employee of the County or any of their immediate family members. "Immediate family member" as used in for this Commission means the parents, spouse, siblings, children, or dependent relatives of the officer, official, or employee,whether or not living in the household of the officer, official, or employee. Parties interested in being appointed to this Commission may obtain an application at the Mason County Commissioners Office,411 North 5'Street, Shelton,or call 427-9670,ext.419 or visit the Mason County website at www.masoncogp a._ov. Please submit your application to the County Commissioners no later than February 20,2024. Please contact Mark Neary, County Administrator,with any questions(360)427-9670 ext. 530 or mnegagmasoncountywa.gov. BOARD OF MASON COUNTY COMMISSIONERS Randy Neatherlin, Kevin Shutty, Sharon Trask, Chair Vice-Chair Commissioner A$oN COUNr� MASON COUNTY COMMISSIONERS 411 NORTH FIFTH STREET ' SHELTON WA 98584 Fax 360-427-8437; Voice 360-427-9670, Ext. 419;275-4467 s !N 4 I AM SEEKING APPOINTMENT TO Mason County Citizens' Commission on Salaries for Elected Officials May not include any otticer,official,or employee of the county or any ot their immediate tamity members NAME: ADDRESS: PHONE: CITY/ZIP: VOTING PRECINCT: WORK PHONE: (OR AREA IN THE COUNTY YOU LIVE) E-MAIL: COMMUNITY SERVICE EMPLOYMENT: (IF RETIRED, PREVIOUS EXPERIENCE) (ACTIVITIES OR MEMBERSHIPS) COMPANY: YRS POSITION: COMPANY: YRS POSITION: Please explain your experience in the field of personnel management or a related field. What other skills do you have to offer the Salary Commission? In your words, what do you see as purpose of the Salary Commission? Please list any financial, professional, or voluntary affiliations which may influence or affect your position on this Board: (i.e. create a potential conflict of interest) Your participation is dependent upon completing certain virtual trainings made available by the County (such as Open Public Meetings Act and Public Records). The trainings would be at no cost to you. Would you be able to complete such trainings? Realistically, how much time can you give to this position? Quarterly Monthly Weekly Daily Signature Date Office Use Only Appointment Date Term Expire Date