HomeMy WebLinkAbout231107aJohn F. Barr, President
Jeffrey A. Cline, Vice President
BOARD OF COUNTY COMMISSIONERS
November 7, 2023
OPEN SESSION AGENDA
9:00 AM INVOCATION AND PLEDGE OF ALLEGIANCE
CALL TO ORDER, President John F. Barr
APPROVAL OF MINUTES: October 24, 2023
9:05 AM COMMISSIONERS’ REPORTS AND COMMENTS
9:25 AM STAFF COMMENTS
9:35 AM CITIZEN PARTICIPATION
9:45 AM WILLIAMSPORT LIBRARY
Mayor Bill Green, Town of Williamsport; Chad Rooney, Town Manager, Town of
Williamsport
10:05 AM WASHINGTON COUNTY DEPARTMENT OF SOCIAL SERVICES – AGENCY
REVIEW
Tiffany Rexrode, Director, Washington County Department of Social Services; Bridgett
Jones Smith, Advisory Board Chair
Convene as the Board of Health
10:35 AM ADOLESCENT CLUBHOUSE – HORIZON GOODWILL INDUSTRIES
Earl Stoner, Health Officer, Washington County Health Department
Reconvene as the Washington County Board of County Commissioners
10:40 AM COLLECTIVE BARGAINING AGREEMENT – AFSCME
Eric Paltell, Labor Counsel; Kirk C. Downey, County Attorney; Dave Mason, Deputy
Director, Solid Waste; Mark Bradshaw, Director, Environmental Management;
Andrew Eshleman, Director, Public Works; Darryl Brown, Accounting Supervisor,
Budget and Finance
10:50 AM CONTRACT AWARD (PUR-1623) – SMITHSBURG WWTP UPGRADES
Rick Curry, Director, Purchasing; Mark Bradshaw, Director, Environmental
Management
Derek Harvey
Wayne K. Keefer
Randall E. Wagner
Page 2 of 2
OPEN Session Agenda
November 7, 2023
Individuals requiring special accommodations are requested to contact the Office of the County Commissioners, 240.313.2200
Voice/TDD, to make arrangements no later than ten (10) working days prior to the meeting.
10:55 AM CONTRACT AWARD (PUR-1641) – LOCAL CARE TEAM COORDINATOR
Brandi Naugle, Buyer, Purchasing; Rachel Souders, Director, Grant Management
11:00 AM REJECTION OF QUOTE (Q-23-763) – PURCHASE AND INSTALLATION OF
ONE (1) NEW COILING STEEL DOOR
Brandi Naugle, Buyer, Purchasing; Joe Moss, Deputy Director, Water Quality –
Engineering Services
11:05 AM MARYLAND 9-1-1 BOARD – APPROVAL TO ACCEPT AWARDED FUNDING
Robert McCoy, Director, Emergency Communications; Nicole Phillips, Senior Grant
Manager, Grant Management
11:10 AM EDWARD J. BYRNE MEMORIAL JUSTICE ASSISTANCE GRANT –
APPROVAL TO ACCEPT AWARDED FUNDING
Cody Miller, Quartermaster/Grants Manager, Washington County Sheriff’s Office;
Nicole Phillips, Senior Grant Manager, Grant Management
11:15 AM POTENTIAL DISSOLUTION OF THE EMERGENCY SERVICES ADVISORY
COUNCIL (ESAC)
Michelle Gordon, County Administrator
11:40 AM CLOSED SESSION - (To discuss the appointment, employment, assignment,
promotion, discipline, demotion, compensation, removal, resignation, or performance evaluation of
appointees, employees, or officials over whom this public body has jurisdiction; or any other
personnel matter that affects one or more specific individuals; and To discuss public security, if the
public body determines that public discussion would constitute a risk to the public or to public security,
including: (i) the development of fire and police services and staff; and (ii) the development and
implementation of emergency plans)
12:30 PM RECONVENE IN OPEN SESSION
ADJOURNMENT
.If�"�Ulasltin- *nCountv
M A R Y L A N D
SUBJECT: Williamsport Library
Board of County Connnissioners of Washington County, Maryland
Agenda Report Form
Open Session Item
PRESENTATION DATE: November 7, 2023
PRESENTATION BY: Mayor Bill Green; Chad Rooney, Town Manager
RECOMMENDED MOTION: To approve funding of $39,065.00 for remediation.
REPORT -IN -BRIEF: In early 2023, Library employees were in contact with the town regarding
concerns about possible mold in the basement of the Williamsport Library building. It was
recommended at the time to have a study completed to determine if mold was present in the building.
This study was completed and given to Jennifer Keysor on June. 28, 2023, and to the town on July 5,
2023. The decision was made by Washington County employees to leave the building and make
accommodations to keep programming operational. Three estimates were obtained, and it is the Town's,
in conjunction with Washington County Library employees, intention to utilize the Baxter
Environmental Group, Inc., to remediate all current issues. The cost of their services is $54,065.00; the
Town will utilize $15,000.00 in provided monies to offset some of the cost, but is requesting assistance
for the remaining balance.
DISCUSSION:
FISCAL IMPACT:
CONCURRENCES:
ATTACHMENTS: RC Air & Mold Solutions Report (June 28, 2023); Baxter Environmental Group,
Inc. Proposal (August 7, 2023)
(71
i1R;&i%*10�S0LAUT%ONS000,
June 28, 2022
Washington County Free Library
100 S Potomac Street
Hagerstown, MD 21740
Attn: Jennifer Keysor
Dear Ms. Keysor,
Please find enclosed documentation in regard to the mold inspection and testing conducted by
RC Air and Mold Solutions on June 19, 2022 at the Williamsport Library 104 E Potomac Street Williamsport, MD 21796.
This documentation contains the following for your perusal.
*The discussion of our mutually agreed upon goals for this inspection
*An explanation of procedures used by RC Air and Mold and observations made during inspection
*Analysis of Lab results
*Recommendations
GOALS:
This inspection and testing was performed to determine the presence or absence of mold growth and mold spore
levels exceeding normal ranges inside the library.
This inspection was performed after receiving your initial call to RC Air and Mold Solutions and both parties are in
complete agreement to conduct this inspection.
PROCEDURE.
RC Air and Mold Solutions performed indoor air testing for the presence of mold spores, moisture level assessments for
building materials using direct -read real-time monitoring equipment and visual observations of home as part of this
inspection. This inspection and testing were performed in accordance with generally accepted standards of mold
inspection and sampling analysis also follows analytical methods recommended by the American Industrial Hygiene
Association (AIHA) and the American Conference of Governmental Industrial Hygienists (ACGIH). Currently there are no
EPA standards for airborne mold spores.
P.D. Box 617 Martinsburg, WV 25402 855.620-MOLD(6653)
1
Cj44400
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` ASOLUT/ONS000,
OVERVIEW OF SAMPLING DATA:
A base sample of outside air was taken in the same manner as the inside air. At the time of this report, no government
agencies have determined the amount of mold spores a person can be exposed to before health problems occur.
Interior air sample results areas follows.
Main Library Front: Total Spore Count — 390/m3. There were 4 different species of mold spores present.
There were signs of visible mold growth in the main library front which dictates the area to be a
Condition 3 Indoor Environment.
According to IICRC Standards Definition, the mold condition in the main library front is considered a
Condition 3 Indoor Environment
Condition 3 Indoor Environment (Actual Growth); According to IICRC (Institute of Inspection, Cleaning and Restoration
Certification Standard) Guidelines
An indoor environment contaminated with the presence of actual mold growth and associated spores. Actual growth
includes growth that is active or dormant, visible or hidden.
Main Library Middle: Total Spore Count — 90/m3. There were 2 different species of mold spores present.
According to IICRC Standards Definition, the mold condition in the main library middle is considered a
Condition 1 Indoor Environment
Condition 1 Indoor Environment (Normal Fungal Ecology); According to IICRC (Institute of Inspection, Cleaning and
Restoration Certification Standard) Guidelines
An indoor environment that may have settled spores, fungal fragments or traces of actual growth whose identity,
location and quantity are reflective of a normal fungal ecology for a similar indoor environment.
Main Library Back: Total Spore Count— 20/m3. There were 2 different species of mold spores present.
According to IICRC Standards Definition, the mold condition in the main library back is considered a
Condition 1 Indoor Environment
Condition 1 Indoor Environment (Normal Fungal Ecology); According to IICRC (Institute of Inspection, Cleaning and
Restoration Certification Standard) Guidelines
An indoor environment that may have settled spores, fungal fragments or traces of actual growth whose identity,
location and quantity are reflective of a normal fungal ecology for a similar indoor environment.
P.O. Box 617 Martinsburg, WV 25402 855-620-MOLD(6653)
1
I�` ASOIUT%ONS
OVERVIEW OF SAMPLING DATA CONTINUED:
Basement Storage Room 1: Total Spore Count—11,140/m3. There were 6 different species of mold spores present.*
There were signs of visible mold growth on furniture in basement storage room 1 which dictates the area to be a
Condition 3 Indoor Environment.
According to IICRC Standards Definition, the mold condition in the basement storage room 1 is considered a
Condition 3 Indoor Environment
Condition 3 Indoor Environment (Actual Growth); According to IICRC (Institute of Inspection, Cleaning and Restoration
Certification Standard) Guidelines
An indoor environment contaminated with the presence of actual mold growth and associated spores. Actual growth
includes growth that is active or dormant, visible or hidden.
Basement Storage Room 2: Total Spore Count — 720/m3. There were 5 different species of mold spores present.
There were signs of visible mold growth on one shelf in basement storage room 2 which dictates the area to be a
Condition 3 Indoor Environment.
According to IICRC Standards Definition, the mold condition in the basement storage room 2 is considered a
Condition 3 Indoor Environment
Condition 3 Indoor Environment (Actual Growth); According to IICRC (Institute of Inspection, Cleaning and Restoration
Certification Standard) Guidelines
An indoor environment contaminated with the presence of actual mold growth and associated spores. Actual growth
includes growth that is active or dormant, visible or hidden.
Basement Small Meeting Room: Total Spore Count — 4,320/m3. There were 8 different species of mold spores present.
Present in the air sample was the mold spore Chaetomium (300/m3).
This mold is known to produce toxins that can be harmful to humans.
According to IICRC Standards Definition, the mold condition in the basement small meeting room is considered a
Condition 3 Indoor Environment
Condition 3 Indoor Environment (Actual Growth); According to IICRC (Institute of Inspection, Cleaning and Restoration
Certification Standard) Guidelines
An indoor environment contaminated with the presence of actual mold growth and associated spores. Actual growth
includes growth that is active or dormant, visible or hidden.
P.O. Box 617 Martinsburg, WV 2540.) 855-620-MOL0(6653)
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7j440
` aSOLUT%ONSowl
OVERVIEW OF SAMPLING DATA CONTINUED:
Basement HVAC Room 1: Total Spore Count—19,750/m3. There were 7 different species of mold spores present.*
There were signs of visible mold growth in basement HVAC room 1 which dictates the area to be a
Condition 3 Indoor Environment.
According to IICRC Standards Definition, the mold condition in the basement HVAC room 1 is considered a
Condition 3 Indoor Environment
Condition 3 Indoor Environment (Actual Growth); According to IICRC (Institute of Inspection, Cleaning and Restoration
Certification Standard) Guidelines
An indoor environment contaminated with the presence of actual mold growth and associated spores. Actual growth
includes growth that is active or dormant, visible or hidden.
Basement Stage Storage Room: Total Spore Count—1,530/m3. There were 4 different species of mold spores present.*
There were signs of visible mold growth in the basement stage storage room which dictates the area to be a
Condition 3 Indoor Environment.
According to IICRC Standards Definition, the mold condition in the basement stage storage room is considered a
Condition 3 Indoor Environment
Condition 3 Indoor Environment (Actual Growth); According to IICRC (Institute of Inspection, Cleaning and Restoration
Certification Standard) Guidelines
An indoor environment contaminated with the presence of actual mold growth and associated spores. Actual growth
includes growth that is active or dormant, visible or hidden.
Basement HVAC Room 2: Total Spore Count — 6,240/m3. There were 4 different species of mold spores present.*
There were signs of visible mold growth in basement HVAC room 2 which dictates the area to be a
Condition 3 Indoor Environment.
According to IICRC Standards Definition, the mold condition in the basement HVAC room 2 is considered a
Condition 3 Indoor Environment
Condition 3 Indoor Environment (Actual Growth); According to IICRC (Institute of Inspection, Cleaning and Restoration
Certification Standard) Guidelines
An indoor environment contaminated with the presence of actual mold growth and associated spores. Actual growth
includes growth that is active or dormant, visible or hidden.
P.O. Box 617 Martinsburg, WV 25402 855-620-MOLD(6653)
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?` aSOLUT/ONS
OVERVIEW OF SAMPLING DATA CONTINUED:
Basement Circus Room Front: Total Spore Count—1,710/m3. There were 5 different species of mold spores present.*
There were signs of visible mold growth on furniture in basement circus room front which dictates the area to be a
Condition 3 Indoor Environment.
According to IICRC Standards Definition, the mold condition in basement circus room front is considered a
Condition 3 Indoor Environment
Condition 3 Indoor Environment (Actual Growth); According to IICRC (Institute of Inspection, Cleaning and Restoration
Certification Standard) Guidelines
An indoor environment contaminated with the presence of actual mold growth and associated spores. Actual growth
includes growth that is active or dormant, visible or hidden.
Basement Circus Room Back: Total Spore Count—1,630/m3. There were 6 different species of mold spores present.*
There were signs of visible mold growth on furniture in basement circus room back which dictates the area to be a
Condition 3 Indoor Environment.
According to IICRC Standards Definition, the mold condition in basement circus room back is considered a
Condition 3 Indoor Environment
Condition 3 Indoor Environment (Actual Growth): According to IICRC (Institute of Inspection, Cleaning and Restoration
Certification Standard) Guidelines
An indoor environment contaminated with the presence of actual mold growth and associated spores. Actual growth
includes growth that is active or dormant, visible or hidden.
Basement Circus Storage Room: Total Spore Count—1,500/m3. There were 5 different species of mold spores present.
According to IICRC Standards Definition, the mold condition in the basement circus storage room is considered a
Condition 1 Indoor Environment
Condition 1 Indoor Environment (Normal Fungal Ecology); According to IICRC (Institute of Inspection, Cleaning and
Restoration Certification Standard) Guidelines
An indoor environment that may have settled spores, fungal fragments or traces of actual growth whose identity,
location and quantity are reflective of a normal fungal ecology for a similar indoor environment.
P.O. Box 617 Martinsburg WV 25402 855-620-MOLD(6653!
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OVERVIEW OF SAMPLING DATA CONTINUED:
Outside air sampled on same date within 15 minutes from indoor air sample shows microbial contamination of
(29,494/m3).
Please note.
*The dominant mold spores found in the air sample were Basidiospores and Cladosporium.
Examining the air sampling report, the same mold spores (Basidiospores & Cladosporium) were extremely high outside at the
time of sampling.
It is conclusive to say these mold spores infiltrated the indoor environment to some degree at time of sampling.
This category of spores is found in the outdoor air make up.
P.D. Box 617 Martinsburq, WV 254011 855-620-MOL11
(6653j
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RECOMMONDAT/ONS:
A professional certified mold remediation company should be called in to take measures per procedures as outlined by
the IICRC (S520 Standard for Professional Mold Remediation) to eradicate the various mold problems of visible growth.
Recommendations should include the following and more if remediation company notices any other areas of concerns
during their investigation and remediation process.
Negative air pressure must be established at the start of the process and remain until completion. Any and all moldy
material that can be removed MUST be removed and disposed of properly. During the remediation process, air filtration
devices (AFD's) must be implemented and running at start of job and maintain throughout job.
Due to the age of the building, it is highly recommended that an asbestos test be performed on any and all material
slated for demo and removal prior to starting the remediation process!
Main Library Front:
➢ Air scrubbers (minimum of 2) must be set throughout the main library front and operating during the
remediation process.
➢ All HVAC vents (supply & return) must be removed off site and professionally cleaned.
➢ All ceiling and wall areas with visible mold growth must be thoroughly HEPA vacuumed.
➢ After HEPA vacuuming is completed, these areas must be thoroughly wiped down with a professional grade
anti -microbial.
➢ It is recommend to repaint remediated areas with a mold inhibitive paint.
Basement Storage Room 1:
➢ Air scrubber must be set in basement storage room 1 and operating during the remediation process.
➢ All tables and furniture with visible mold growth must be wrapped then removed off site and professionally
cleaned.
Basement Storage Room 2:
➢ Air scrubber must beset in basement storage room 2 and operating during the remediation process.
➢ Shelf with visible mold growth must be thoroughly HEPA vacuumed and thoroughly wiped down with a
professional grade anti -microbial.
P.O, Box 617 Martinsburg, WV 25402 855-620-MOLD(6653)
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RECOMMONDATIONS CONTINUED:
Basement Small Meeting Room:
➢ A containment barrier (6mm thick) must be installed at the entrance to the small meeting room and over the
"pass thru" vent and left in place until all remediation work is completed, and clearance test is performed.
➢ All HVAC vents must be covered and sealed securely.
➢ All personal belongings must be bagged and sealed or wrapped and removed off site and professionally cleaned.
➢ All carpet must be removed; bagged, sealed, removed and disposed of properly.
➢ Corner cabinet containing water valves must be removed to gain access to walls.
➢ Walls inside where cabinet was must be cut; bagged, sealed, removed and disposed of properly.
Once removed, further investigation is needed above and beside cut walls for any signs of further mold growth.
If additional mold growth is found, it must be cut; bagged sealed and removed.
➢ Any insulation behind wall must be removed; bagged, sealed and disposed of properly.
➢ All exposed wall areas must be thoroughly HEPA vacuumed and wiped down with a professional grade
anti -microbial.
➢ All remaining walls, floor and ceiling must be thoroughly HEPA vacuumed.
➢ All remaining walls, floor and ceiling must be thoroughly wiped down with a professional grade anti -microbial.
➢ It is recommended a fogging be performed as a last step to further eradicate any lingering mold spores.
➢ Once fogging has settled, air scrubbers with new filters must be set and operating for 72 hours prior to the
clearance test being performed.
Basement Stage Storage Room:
➢ Air scrubber must be set in basement stage storage room and operating during the remediation process.
➢ All HVAC vents (supply & return) must be removed off site and professionally cleaned.
➢ All ceiling and wall areas with visible mold growth must be thoroughly HEPA vacuumed.
➢ After HEPA vacuuming is completed, these areas must be thoroughly wiped down with a professional grade
anti -microbial.
➢ It is recommend repainting remediated areas with a mold inhibitive paint.
P.O. Box 617 Martinsburg, WV 2S402 355-620-MO10(6653)
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000,
RECOMMONDATIONS CONTINUED:
Basement Circus Room - Front & Back:
➢ A containment barrier (6mm thick) must be installed at the entrance to the basement circus room and left in
place until all remediation work is completed, and clearance test is performed.
➢ Air scrubbers (minimum of 3) must be set throughout the main library front and operating during the
remediation process.
➢ All tables and furniture with visible mold growth must be removed off site and professionally cleaned.
➢ All walls and floor must be thoroughly HEPA vacuumed.
Basement Circus Storage Room:
➢ Water damaged ceiling tiles must be removed; bagged and sealed then disposed of properly.
After the remediation is completed inside the library, air samples should be taken to confirm that the mold has been
successfully remediated and mold spore levels are well within normal and safe levels.
Basement HVAC Room 1:
Due to the asbestos wrap around the duct work, a conversation must first be had to determine if the wrap is to be
removed or remediated and sealed. If it is to be removed, a professional certified asbestos remediation company must
be called in before any mold remediation is performed in HVAC room 1.
Once that determination is made, inspector will write the recommendations for basement HVAC room 1.
Basement HVAC Room 2:
Due to the asbestos wrap around the the plumbing, a conversation must first be had to determine if the wrap is to be
removed or remediated and sealed. If it is to be removed, a professional certified asbestos remediation company must
be called in before any mold remediation is performed in HVAC room 2.
Once that determination is made, inspector will write the recommendations for basement HVAC room 2.
P.O. Box 617 Martinsburg, WV 25402�E.855-620-MOLD(6653)
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�SOLUTIONS
a
It is important to note that our findings relating to physical conditions observed during this assessment were not
intended nor do they attempt to identify every possible source of contamination, mold or otherwise in the structure.
This inspector is neither insurer nor guarantor against water problems, mold problems or other defects in the subject
property or any of its components. Any measured results, analysis data and/or physical observations made are valid
only for the period in which this inspection was conducted. No warranty, real or implied, is made as to what was or is
the exact cause or source that may adversely affected indoor air quality.
If you have any questions, please contact us anytime. We appreciate your business and our goal is for you to have the
"Safest Air You Can Breathe!"
Respectfully Submitted,
RQCf� J\ • qeW "
Robert K. Hedrick
CM I-81281
RC Air and Mold Solutions
P.n. Box 617 Martinsburg, WV 25402 855-620-MOLB(6653)
�%,A,- A I R
000,
Chaetomium
AND MOLD
L UTIONS
In indoor environments, the most common species of Chaetomium is Chaetomium globosum. C. globosum is frequently
isolated in water -damaged buildings and produces two mycotoxins. Presence of Chaetomium species in indoor
environment is a sign of serious water problem.
Chaetomium may occur together with other water -loving molds such as Fusarium, Stachybotrys and Ulocladium.
Species of Chaetomium are known to produce mycotoxins but to what extent these toxins contribute to poor indoor air
quality or affect human health is not documented. In medical literature some species have been reported to cause
disease in immuno-compromised individuals.
N.O. Box 617 Martinsburg WV 25402 855-620-MOLD(6653)
a
BAXTER
ENVIRONMENTAL
GROUP, INC. c�ta
August 7', 2023
Williamsport Memorial Library
Attn: Jennifer Keysor
104 E. Potomac Street
Williamsport, MD 21795
941 Progress Road, Chambersburg, PA 17201
Office: 717-263-7341
Fax:717-263-7941
www.baxterzroupinc.com
info@baxtergroupinc.com
RE: Revised Mold Remediation Proposal — 104 E Potomac St., Williamsport, MD 21795
Dear Mrs. Keysor,
Baxter Environmental Group, Inc. is pleased to be considered in the performance of this project. The following
is a breakdown of our proposal:
Main Library:
• A containment will be temporarily constructed to isolate the main library from the remainder of the
property. Work is to begin at the furthest point from the exit, and work performance moves from this
point towards the exit.
• Air scrubbers or negative air machines will be strategically placed inside the containment.
• All HVAC vents (supply & return) will be removed and clean with a professional grade antimicrobial
and sealed off properly.
• All apparent mold colonies within the containment will be scraped, scrubbed and cleaned with an anti-
microbial disinfectant.
• The entire interior of the contained area beginning with the ceilings, the walls and permanent fixtures,
then the floor, will be HEPA vacuumed, cleaned with an anti -microbial disinfectant, and HEPA
vacuumed a second time. (to include books, supplies, furnishings.)
• The areas will be encapsulated as needed with a mold -inhibiting encapsulant.
Basement Storage Rooms:
• A containment will be temporarily constructed to isolate the basement storage room from the
remainder of the property. Work is to begin at the furthest point from the exit, and work performance
moves from this point towards the exit.
• Any standing water in the bathroom will be removed before cleaning begins.
• All HVAC vents (supply & return) will be removed and clean with a professional grade antimicrobial
and sealed off properly.
• A containment will be temporarily constructed to isolate the Basement storage rooms from the
remainder of the property. Work is to begin at the furthest point from the exit, and work performance
moves from this point towards the exit.
• All books will be removed and disposed of properly.
• ALL contaminated fiberglass pipe insulation will be removed. This will need to be replaced by others.
• All apparent mold colonies within the containment will be scraped, scrubbed and cleaned with an anti-
microbial disinfectant.
• The entire interior of the contained area beginning with the ceilings, the walls and permanent fixtures,
then the floor, will be HEPA vacuumed, cleaned with an anti -microbial disinfectant, and HEPA
vacuumed a second time. (to include books, supplies, furnishings.)
• The areas will be encapsulated as needed with a mold -inhibiting encapsulant.
• All debris will be bagged, or wrapped in poly, prior to removal from the containment and disposed of
properly.
PA HIC Number: PA023563 • MHIC Number: 05-130104 • WV Number: WV029674
National WBE Number: RCMA11915 • MDOT MBE Number: 14-069 • PennDOT DBE Number: 14126
Mechanical Room:
• A containment will be temporarily constructed to isolate the Mechanical room from the remainder of
the property. Work is to begin at the furthest point from the exit, and work performance moves from
this point towards the exit.
• Any standing water will be removed before cleaning.
• All HVAC vents (supply & return) will be removed and clean with a professional grade antimicrobial
and sealed off properly.
• Air scrubbers or negative air machines will be strategically placed inside the containment.
• ALL contaminated fiberglass pipe insulation will be removed. This will need to be replaced by others.
• All apparent mold colonies within the containment will be scraped, scrubbed and cleaned with an anti-
microbial disinfectant.
• The entire interior of the contained area beginning with the ceilings, the walls and permanent fixtures,
then the floor, will be HEPA vacuumed, cleaned with an anti -microbial disinfectant, and HEPA
vacuumed a second time. (to include books, supplies, furnishings.)
• The areas will be encapsulated as needed with a mold -inhibiting encapsulant.
• All debris will be bagged, or wrapped in poly, prior to removal from the containment and disposed of
properly.
Basement Meeting Room:
• A containment will be temporarily constructed to isolate the Basement Meeting Room from the
remainder of the property. Work is to begin at the furthest point from the exit, and work performance
moves from this point towards the exit.
• All HVAC vents (supply & return) will be removed and clean with a professional grade antimicrobial
and sealed off properly.
• Air scrubbers or negative air machines will be strategically placed inside the containment.
• ALL contaminated fiberglass pipe insulation will be removed.
• All carpeting will be removed.
• All books will be removed and disposed of properly.
• Removal and disposal of corner cabinet containing water valves in order to gain access to walls.
• ~ 9 square feet of drywall to be removed behind the corner cabinet to investigate for further mold
growth. If additional mold growth is found a change order will be necessary.
• All apparent mold colonies within the containment will be scraped, scrubbed and cleaned with an anti-
microbial disinfectant.
• The entire interior of the contained area beginning with the ceilings, the walls and permanent fixtures,
then the floor, will be HEPA vacuumed, cleaned with an anti -microbial disinfectant, and HEPA
vacuumed a second time. (to include books, supplies, furnishings.)
• The areas will be encapsulated as needed with a mold -inhibiting encapsulant.
• All debris will be bagged, or wrapped in poly, prior to removal from the containment and disposed of
properly.
HVAC Room:
• A containment will be temporarily constructed to isolate the HVAC Room from the remainder of the
property. Work is to begin at the furthest point from the exit, and work performance moves from
this point towards the exit.
• All HVAC vents (supply & return) will be removed and clean with a professional grade
antimicrobial and sealed off properly.
• Air scrubbers or negative air machines will be strategically placed inside the containment.
• ALL contaminated fiberglass pipe insulation will be removed. This will need to be replaced by
others.
• All contaminated duct wrap will be removed. This will need to be replaced by others.
• All apparent mold colonies within the containment will be scraped, scrubbed and cleaned with an
anti -microbial disinfectant.
Baxter Environmental Group, Inc.
PA HIC Number: PA023563 • MHIC Number: 05-130104 • WV Number: WV029674
www.baxtergroupinc.com • info@baxtergroupinc.com
2
The entire interior of the contained area beginning with the ceilings, the walls and permanent
fixtures, then the floor, will be HEPA vacuumed, cleaned with an anti -microbial disinfectant, and
HEPA vacuumed a second time. (to include books, supplies, furnishings.)
The areas will be encapsulated as needed with a mold -inhibiting encapsulant.
All debris will be bagged, or wrapped in poly, prior to removal from the containment and disposed
of properly.
Stage Room:
• A containment will be temporarily constructed to isolate the Stage Room from the remainder of the
property. Work is to begin at the furthest point from the exit, and work performance moves from this
point towards the exit.
• All HVAC vents (supply & return) will be removed and clean with a professional grade antimicrobial
and sealed off properly.
• Air scrubbers or negative air machines will be strategically placed inside the containment.
• All books will be removed and disposed of properly.
• ALL contaminated fiberglass pipe insulation will be removed. This will need to be replaced by others.
• All apparent mold colonies within the containment will be scraped, scrubbed and cleaned with an anti-
microbial disinfectant.
• The entire interior of the contained area beginning with the ceilings, the walls and permanent fixtures,
then the floor, will be HEPA vacuumed, cleaned with an anti -microbial disinfectant, and HEPA
vacuumed a second time. (to include supplies and furnishings.)
• Ceilings and walls will be encapsulated with a mold -inhibiting encapsulant.
• All debris will be bagged, or wrapped in poly, prior to removal from the containment and disposed of
properly.
Circus Room:
• A containment will be temporarily constructed to isolate the circus room from the remainder of the
property. Work is to begin at the furthest point from the exit, and work performance moves from this
point towards the exit.
• Water damaged ceiling tiles will be removed. These will need to be replaced by others.
• All HVAC vents (supply & return) will be removed and clean with a professional grade antimicrobial
and sealed off properly.
• Air scrubbers or negative air machines will be strategically placed inside the containment.
• ALL contaminated fiberglass pipe insulation will be removed. This will need to be replaced by others.
• All apparent mold colonies within the containment will be scraped, scrubbed and cleaned with an anti-
microbial disinfectant.
• The entire interior of the contained area beginning with the ceilings, the walls and permanent fixtures,
then the floor, will be HEPA vacuumed, cleaned with an anti -microbial disinfectant, and HEPA
vacuumed a second time. (to include books, supplies, furnishings.)
• Areas where visible mold growth has been Hepa Vacuumed and thoroughly wiped will be encapsulated
with a mold -inhibiting encapsulant.
• All debris will be bagged, or wrapped in poly, prior to removal from the containment and disposed of
properly.
Entire Property:
• The entire property will be disinfected using an electrostatic machine.
• All affected materials being removed during the remediation will need to be tested for asbestos or lead
prior to the start of the project. If the materials are found to contain asbestos or lead, the scope of work
will need to be adjusted to account for proper removal.
• Baxter Environmental Group, Inc. is able to collect post-remediation air quality samples for analysis by
an independent third -party laboratory at the conclusion of a mold remediation project. However, you
may wish to have post-remediation sampling conducted by another vendor. If you so choose, air quality
sampling must be performed within 24 hours of the completion of the project.
Baxter Environmental Group, Inc.
PA HIC Number: PA023563 • MHIC Number: 05-130104 • WV Number: WV029674
www.baxtergroupinc.com • info@baxtergroupinc.com
• Post-remediation air quality samples will be collected from each of the containments to determine if
unusual mold conditions still exist and further remediation is required. In order for the laboratory to
have a comparison sample, an outdoor sample will also be collected.
• Please stay out of containment through the duration of the remediation. After the air clearance results
show passing results, the containment will be taken down.
• If post-remediation results report that "no unusual mold conditions exist" in the areas from which the
samples were collected, the laboratory report containing the sample results, will be sent to the Client.
• If post-remediation results report that any of the areas from which samples were collected are still
contaminated, additional cleaning and sampling should be performed until those areas return a result
stating that "no unusual mold conditions exist".
• The proposal price is based on the work being performed during regular business hours (Monday
through Friday between 7:3oam and 3:30pm).
• This proposal covers mold remediation only as identified above. It does not cover rebuild and/or
damage restoration.
Please note: If you choose to clean the books and supplies yourself and move them offsite before the work
begins, the price will be adjusted accordingly.
Our remediation plans follow and exceed EPA guidelines and ANSI's (Approved American National Standard)
Standard IICRC S520.
Proposal Price: Fifty -Four Thousand Sixty -Five Dollars ($54,o65.00)
The proposal price includes liability insurance in the amount of Two million dollars ($2,000,000.00) and
all state, local, and federal regulations will be followed.
Proposal price is valid upon acceptance within io business days from the date of this correspondence.
Please contact the office as soon as possible to schedule this work, as scheduling may be limited. Baxter
Environmental Group, Inc. requests notification at least five -days prior to the desired project start date to
allow for scheduling and paperwork.
Please Note: If the cause of the mold growth is not remedied prior to remediation, there is a very high
probability that the mold will return. Also, in order to prevent mold growth in the future, any
moisture intrusion should be addressed within 24-48 hours.
Heating, ventilation, and air conditioning (HVAC) systems have been shown to act as a collection source for a
variety of contaminants such as mold, fungi, bacteria, and very small particles of dust that have the potential to
affect a person's health. The removal of such contaminants from the HVAC system and home should be
considered as one component in an overall plan to improve indoor air quality.
We look forward to working with you. Please feel free to contact the office with any questions you may have.
Baxter Environmental Group, Inc. can also provide future proposals for any asbestos sampling, surveys
and abatement; mold testing, assessments and remediation; lead -based paint stabilization
and abatement, HVAC duct cleaning and basement water -control, and selective renovations.
Regards,
Chris Hess
Certified Mold Inspector
License #85255
Baxter Environmental Group, Inc.
PA HIC Number: PA023563 • MHIC Number: 05-130104 • WV Number: WV029674
www.baxtergroupinc.com • info@baxtergroupinc.com
Open Session Item
SUBJECT: Washington County Department of Social Services – agency overview
PRESENTATION DATE: November 7, 2023
PRESENTATION BY: Tiffany Rexrode, Director and Bridgett Jones Smith, Advisory Board
Chair. Our executive leadership team will be in attendance in addition to several advisory board
members.
RECOMMENDED MOTION: N/A
REPORT-IN-BRIEF: The Washington County Department of Social Services is the local human
service agency for the Department of Human Services. We administer the programs of the Family
Investment Administration, Child Support Administration, and a multitude of Social Services focused
on the safety, protection, and wellbeing of children, families, and adults. We will review our FY 23
Annual Report, discuss current initiatives, consider anticipated changes in the upcoming year, and
examine our strategies to address and prevent risk to the agency. The Advisory Board Chair will
discuss the role of the Board.
DISCUSSION: We are happy to make this presentation on agency services and answer any questions
that may be presented. We do not have any specific requests at this time and look forward to hearing
your feedback and suggestions to serve the constituents of Washington County.
FISCAL IMPACT: We calculate the economic impact of WCDSS to the county in FY 23 to be
$109,265,262. In FY 23, we monitored and expended $1,527,615 in grant funds in addition to the
state budget of $20,068,334. WCDSS received $506,330 from the County for FY 23 and FY 24.
CONCURRENCES:
ATTACHMENTS: We will have our FY 23 Annual Report available for you in hard copy on
November 7, 2023. We have attached an electronic version with this report form.
Board of County Commissioners of Washington County, Maryland
Agenda Report Form
Washington County Department of Social Services
A N N U A L R E P O R T
F Y 2 3
F
Y
2
3
mission
We serve people, promote self-reliance and provide
safety by delivering quality services and developing
community partnerships.
vision
We envision Washington County as a community
where people are responsible, self-reliant,
economically secure and safe from abuse and neglect.
values
In all of our interactions with employees, clients and
stakeholders, we will be guided by the following
values:
✚Human Dignity
✚Respect
✚Compassion
✚Teamwork (Collaboration)
✚Communication
✚Quality of Services
✚Integrity
index
Message from the Director ...............................1
Family Investment .........................................2-4
FY23 Accomplishments ..............................................2
Family Investment Programs .............................. 2 - 4
Adult, Child and Family Services ............ 5-13
FY23 Accomplishments ..............................................5
Child Welfare Intake .....................................................5
Out-of-Home Placement and Adoption ..................6
Family Services .......................................................7 - 10
Adult Services Unit ...............................................11 - 12
CARE ................................................................................ 12
Child Support .....................................................14
FY23 Accomplishments ............................................ 14
Administration ............................................15-18
FY23 Accomplishments ........................................... 15
Community Outreach ..................................................17
Appendices ........................................................19
Commissioners, Board Members &
Wash. Co. Legislative Delegation ......................... 19
FY23 Administration Organizational Chart ........20
FY
23 1
MESSAGE FROM THE DIRECTOR
“The days are long, but the years are short” comes
quickly to mind as I write this introduction to our FY23
Annual Report. I was appointed as the Director in early
November 2022, and since that time we have been
working with urgency to meet the unique needs of
our community. I would love to highlight what we
accomplished this past fiscal year, and specifically since
November 2022.
We have 199 state merit, 6 state contractual, and 22
other contractual positions in Washington County for a
total of 227 positions. In November of last year, we had
27 vacancies with a vacancy rate of 11.7%. Currently
we have 11 vacancies with a total vacancy rate of 5.3%
and a state merit vacancy rate of 3.5%. Our ability
to recruit professionals directly impacts our ability
to provide excellent customer service. We have also
made a conscious effort to focus on staff retention as
well as celebrate employee recognition, most recently
elevated through an employee of the month nomination
process and morale focused activities. The recruitment,
retention, and recognition of staff is what propels us
to serve our community, and that speaks to our next
accomplishment.
Customer service initiatives have focused on
outcomes, responsiveness, and increasing accessibility.
We have updated our lobby and customer service
waiting area to ensure an efficient and child friendly
environment. I am very proud to share that we monitor
customer wait times monthly and have set a lofty goal
for that first contact to be in less than ten minutes. Most
recently, 3,979 customers were served in our office over
23 days for an average of 173 customers per day. The
average wait time was 10.74 minutes (76% seen in less
than 15 minutes, 63% seen in less than 10 minutes, 40%
seen in under 5 minutes). Our involvement in community
events allows us to remove access barriers by serving
residents in their communities with real time answers
and reducing the need for office visits. We acknowledge
that we do not serve our customers in isolation, but
rather as part of a comprehensive service array with
extraordinary community partners.
Our valued community partners have helped to inform
and guide our work throughout this past year in a variety
of avenues. In additon to informing our 2023-2025
Strategic Plan, I scheduled and/or participated in 43
meetings with agency leaders, elected officials, and
partners to learn how we could engage, be innovative,
and improve our collaboration. We have made it a priority
to expand our frequency and avenues of communication
with community partners.
Frequent and transparent communication has guided
our work. In addition to an informative weekly email that
I send to all staff, we have updated our employee and
community partner newsletters, and increased our social
media reach. Now with nearly 1,000 followers, we were
thrilled to post a personal success story this year that
reached 14,988 people. Both our engagement and reach
continue to grow which helps us share our story and
share community resources with our community.
It has been my honor to work with such an incredible
group of internal and external professionals during this
past year. At a graduation ceremony this year, a young
speaker said “Nothing changes if nothing changes.”
I’d like to take a moment to thank our staff, customers,
contractors, providers, partners, and leadership
for changing and innovating with us to serve the
community.
Respectfully,
Tiffany Rexrode, Director
Washington County Department of Social Services
FY
232
FAMILY INVESTMENT
FY23 ACCOMPLISHMENTS:
✚4 clients participated in the Public Assistance to Entrepreneurship Program.
✚Operated 2 Job Opportunity Bus Shuttles (JOBS) in order to assist low-income households with transportation to and from work and child care facilities.
✚Operated the free Hopewell Express transportation program in conjunction with Community Action Council to assist
individuals seeking employment or already employed, at distribution facilities in the Hunters Green Business Center. Located along Hopewell Road, the Business Center is home to over 20 businesses and distribution centers. The
Hopewell Express operates from downtown Hagerstown on a first-come, first-served basis.
FAMILY INVESTMENT ADMINISTRATION (FIA)
FIA administers multiple state and federally funded programs. Eligibility for each program varies and is determined
by financial and technical requirements including age, household composition, employment status and shelter costs.
Applicants are required to provide all necessary information that is then verified before eligibility can be determined.
FY
23 3
Temporary Cash Assistance (TCA)
TCA provides for children in need and their caretaker
relatives. Those who are employable are included on the
grant and must find employment.
IN FY23:
✚Averaged 682 paid TCA cases per month.
✚TCA case managers worked in conjunction with our
2Gen Coordinator to refer 320 clients to resources. The 2Gen position helps clients link with services such as housing, transportation, and benefit programs outside of the agency.
Public Assistance to Adults (PAA)
PAA provides a monthly payment to aged, blind, or
disabled adults who have been certified for assisted
living, a care home, or a Department of Health and
Mental Hygiene (DHMH) rehabilitative residence.
IN FY23:
✚Averaged 47 PAA cases per month.
Medical Assistance (Medicaid)
Medical Assistance addresses immediate and long-
term health care needs by providing funds for a variety
of health care services to the community. In Maryland,
the Department of Human Services’ staff determines
the customers’ Medicaid eligibility and the Department
of Health and Mental Hygiene is responsible for the
policy development and
fiscal management.
Year-round, Medicaid
programs assist
eligible residents of all
ages. SSI recipients,
PAA and certain
institutionalized
individuals are
automatically
eligible for coverage.
Washington County
residents who are
not aged, blind or
disabled, are offered
government subsidized
health insurance through Maryland
Health Connection. During an open
enrollment period, Qualified Health
Plan Coverage (QHP) is available
for households with income that
exceeds Medicaid standards.
Medicaid addresses the medical
needs of individuals in nursing
homes and rehabilitation facilities
and the waiver for older adults supplies
assistance to individuals in certain assisted
living situations. Special outreach programs
continue to encourage eligible individuals to participate
in the Qualified Medicare Beneficiary (QMB) and
Specified Low-Income Medicare Beneficiary (SLMB)
programs that assist Medicare recipients with premiums,
co-payments and deductibles.
Affordable Care Act (ACA)
Implementation of the Affordable Care Act brought an
expansion of the Medicaid system. As eligibility guidelines
changed and income limits for Medicaid increased, more
individuals and families became eligible. The Maryland
Health Connection allows individuals and families to apply
for Medicaid online or, if ineligible for Medicaid, to shop
for Qualified Health Plans (QHPs). Details can be found at
www.marylandhealthconnection.gov.
Electronic Benefit Transfer (EBT)
EBT is used to issue cash and supplemental nutrition
assistance benefits through automated teller machines
and point-of-sale terminals. EBT Independence Cards,
encoded with benefit information on the magnetic strip,
are mailed to customers and allows access to benefits.
IN FY23:
✚357 customers received locally issued cards.
TCA CASELOAD
AVERAGE PAID CASES PER MONTH
FY19 - FY23
4
FY
23
EBT Fraud Replacement Program
The State
of Maryland
implemented
the EBT Fraud
Replacement Program
in March of 2023.
This program provided
assistance for individuals
and families who had their
food stamp or cash assistance
benefits stolen from their EBT
cards through no fault of their own.
Maryland was the first state in the
nation to offer reimbursement of stolen
benefits, allowing customers to submit fraud
claims for investigation and replacement at
www.dhs.maryland.gov/ebt-reimbursement.
IN FY23:
✚Helped 185 clients submit EBT fraud claims.
✚$68,320 in stolen benefits were returned to clients
and ultimately to the community.
Temporary Disability Assistance Program (TDAP)
TDAP pays disabled adults without children a benefit
of $378 per month until their conditions improve or
they are found eligible for a long term federal disability
program.
IN FY23:
✚Averaged 287 TDAP cases per month.
Emergency Assistance to Families with Children (EAFC)
EAFC provides cash assistance payments to help families
with children resolve emergencies such as eviction,
foreclosure, or utility shut off. Payments are made
directly to the vendors. The current maximum allowable
grant is $375 every 2 years.
IN FY23:
✚49 EAFC grants were issued to families in
Washington County for a total amount of $12,703.
Low Income Household Water Assistance Program (LIHWAP)
In conjunction with the Office of Home Energy Program,
WCDSS administers the LIHWAP program to assist
households that are experiencing hardships with their
water bills. The LIHWAP program provides households
with up to $2,000 in relief on drinking water or
wastewater bills that are in arrears more than 30 days.
Supplemental Nutrition Assistance Program (SNAP)
SNAP supplements a household’s food budget by
providing additional benefits. Benefits are loaded onto
a household Electronic Benefit Transfer (EBT) card once
per month.
IN FY23:
✚Averaged 12,188 SNAP cases per month.
✚A monthly average of $5,337,288 in SNAP benefits
were spent in Washington County food stores.
FOOD SUPPLEMENT CASELOAD
AVERAGE PAID CASES PER MONTH
FY19 - FY23
FY
23 5
ADULT, CHILD & FAMILY SERVICES
FY23 ACCOMPLISHMENTS:
✚Completed safety assessments for 3,591 children. Only 59 children required Out-of-Home Placement (OHP).
✚Achieved permanency for 4 children in OHP through Adoption
Services and reunited 9 children with their parents.
✚Achieved permanency for 5 children through the
Guardianship Assistance Program.
✚Completed risk assessments for 301 vulnerable adults in Adult Protective Services.
✚With the assistance of the WCDSS Ally Corp., led by ACFS
staff, the agency maintained accreditation through the
Human Rights Council, a national LGBTQ advocacy group responsible for policy change at local, state, and national levels.
CHILD WELFARE INTAKE
Child Protective Services (CPS) Intake
CPS provides assessment services to children who are
believed to be abused or neglected by their parents or
caretakers, with the goal of protection and intervention to
improve family functioning. Four specific initiatives are used
to complete this task:
1. Traditional CPS investigation - for high risk child abuse
and neglect cases and all sex abuse cases
2. Alternative Response - for low risk reports of child abuse or neglect
3. Request of Other Agency - to assist in the assessment of
abuse or neglect
4. Risk of Harm - not CPS, but assessment around the following 6 specific areas that pose potential risks to
children:
●Substance exposed newborns
●Substantial risk of sexual abuse by a registered child sex offender
●Reports of domestic violence
●Previous death or serious injury of a child due to abuse or neglect
●Caregiver impairment
●Sex trafficking
IN FY23:
✚Completed safety assessments for 3,591 children,
including 124 substance exposed newborns.
CPS INTAKE
FY19 - FY23
FY
236
OUT-OF-HOME PLACEMENT (OHP) AND ADOPTION
OHP provides short-term, continuous support services
to children who require removal from the home due to
abuse, abandonment, neglect or risk of serious harm.
Depending on the child’s needs, care is provided in an
approved relative’s home, therapeutic foster family
home, group home or a residential treatment center.
Older youth who are determined to be eligible may
also reside in Semi-Independent Living Arrangements
or Independent Living programs. In order to achieve
a permanent placement plan for the child, OHP staff
provide a wide range of services for the child in care, the
child’s family and the resource parents.
OUT-OF-HOME PLACEMENTS
FY19 - FY23
Adoption
Adoption is one of the permanency options for children
in OHP. Children under the Agency’s legal guardianship
are placed with families in Washington County or
elsewhere in the state. Support is provided to children
and families throughout the adoption process and
beyond, including a monthly adoption support and
education group.
IN FY23:
✚245 locally adopted children from the out-of-home placement system received a monthly subsidized adoption stipend.
FINALIZED ADOPTIONS
FY19 - FY23
Independent Living (IL)
IL is specialized case management and supportive
services designed specifically to assist older youth
placed in out-of-home care prepare for and successfully
transition out of care and to adulthood.
IN FY23:
✚66 youth received specialized case management services.
✚55 youth were supported with SILA (Semi-
Independent Living Arrangement) funds.
✚8 youth graduated from high school or obtained
their GED.
Voluntary Placement
Children placed through a voluntary placement have
such complex mental health needs that adequate
treatment cannot be provided within the community
outpatient system. The VPA process allows the agency
to assist families in securing residential treatment for
children while their parents retain legal custody and
control in decision making.
IN FY23:
✚23 requests for VPA were received.
✚23 VPA assessments were completed.
✚9 VPA placements were facilitated.
✚2 youth successfully completed treatment and
returned home to their families.
✚2 assessments completed to assist the Washington County Mental Health Authority.
Resource Families
Family Centered Practice language refers to foster
homes as resource homes. The goal of a resource
home is to be a supportive resource not only to the
child in care, but to their entire family. It is the agency’s
continued goal to actively recruit new resource home
providers, specifically providers for sibling groups
and teenage children. The agency offers specialized
supportive services to resource home providers to
include counseling, support groups, and specialized case
management.
IN FY23:
✚11 new homes were licensed.
✚58 total agency licensed homes.
FY
23 7
Family Finding
Family Finding provides intensive search efforts to
identify, assess, engage and sustain family resources
for children and youth in out-of-home care. Target
case management services are provided when children
initially enter care and are routinely conducted while
the youth remains in out-of-home placement. Targeted
interventions are provided to youth who do not have an
identified relative resource or support relationship to
assist them in their transition out of the Maryland child
welfare system.
IN FY23:
✚67 family members were identified for youth in out-of-home care.
✚Successfully made contact with 488 family
members.
✚149 of those contacted were successfully engaged
in developing supportive relationships with youth in
out-of-home care.
FAMILY SERVICES
Family School Partnership Program (FSP)
In partnership with the Washington County Public School
system and County Commissioners, this supplemental
student support program targets elementary school
students having areas of need related to academics,
attendance, behaviors and/or family support needs.
IN FY23:
✚77 referrals to potentially serve 197 children.
Reasons for referrals:
●3 for Attendance.
●5 for Behavior.
●9 for Family Support.
●1 for Attendance and Behavior.
●4 for Attendance and Family support.
●34 for Behavior and Family Support.
●12 for Behavior, Family Support, and Attendance.
●9 for Follow-up Support Services.
Family Team Decision Making Meetings (FTDMs)
FTDMs have goals to improve outcomes for children
and families through a collaborative approach to service
delivery, increase support to child welfare staff, and
engage the larger community in child welfare decisions.
FTDMs are convened around placement decision points
in casework, including initial removal from the home,
placement changes in out-of-home care and considered
changes in a permanency plan prior to reunification.
IN FY23:
✚113 FTDMs were held regarding the safety and well-
being of 163 children.
✚35 FTDMs resulted in diversion from shelter care for 62 children.
✚36 transitional youth FTDMs were facilitated.
Services to Families with Children (SFC)
SFC is a voluntary, solution-focused, case management
service that helps families reduce the risk of child abuse
and neglect. The focus is on crisis intervention services
and the parents’ ability to provide care to their children.
IN FY23:
✚65 children were served through SFC.
8
FY
23
Interagency Family Preservation (IFP)
IFP is a short-term, time-limited, intensive and voluntary
in-home service that provides crisis intervention services
to families with a potential risk of an OHP. Referrals
are received from Department of Juvenile Services, the
Board of Education and the Health Department, as well
as mental health professionals and any internal program
or service.
IN FY23:
✚41 families were referred for IFP services.
✚39 families were assessed for services.
✚30 families received intensive services.
✚23 referred by community mental health programs.
✚12 referred by internal agency programs.
✚6 referred by an array of community based
programs.
Family Preservation Services
Family Preservation Services are critical to providing
targeted interventions to mitigate child safety and risk
concerns while allowing children to remain safely in
their homes and in the care of their parents/families.
During the course of services with the family, it is
expected that the assigned worker remain the same
to ensure continuity of care and consistency. Referrals
to this program can be made from other child welfare
programming, such as Child Protective Services or Out-
of-Home Care, or internally from other agency divisions,
such as Family Investment. Families can also self refer.
IN FY23:
✚91 families received Family Preservation Services.
✚204 children received Family Preservation Services.
Kinship Navigator
Kinship Navigator offers services and resources to
informal kinship caregivers in an effort to support and
promote the safety and well-being of children in the
State of Maryland. The caregiver’s relationship with the
child may be biological or based on adoption, marriage
or an emotional connection. The Kinship Navigator
provides information and referral services, as well as
targeted case management.
IN FY23:
✚76 families were served.
✚12 support groups were facilitated.
✚28 families received financial support.
Trauma Systems Therapy (TST)
TST is a comprehensive model for treating traumatic
stress in children and adolescents that adds to
individually based approaches by specifically addressing
the child’s social environment and/or system of care.
TST was designed to provide an integrated and highly
coordinated system of services guided by specific
understanding of the nature of child traumatic stress.
WCDSS is one of 3 public child welfare agencies in the
country that have integrated TST into standardized
practice with children in out-of-home placement.
IN FY23:
✚32 resource home providers received TST
supportive services.
✚16 youth in out-of-home care received TST
intervention.
✚4 trauma informed trainings were provided to staff.
✚4 trauma informed trainings were provided to
resource home providers.
Substance Treatment and Recovery Teams (START)
START is a collaboration with the Washington County
Health Department in which targeted case management
and treatment services are provided to families who
experience substance dependence and have children
under the age of 5.
IN FY23:
✚Served 28 families with children under age 5.
Parent Partner Initiative
Parent Partner Initiative is a partnership with the
Maryland Coalition of Families in which a parent with
lived experience with the child welfare system provides
education, support and advocacy to current families
receiving child welfare services.
IN FY23:
✚Served 19 families receiving child welfare services.
9
FY
23
SUNSHINE CENTER
The Sunshine Center provides a safe and comfortable setting where
families can preserve and strengthen their relationships, create change
to best support reunification and reduce the trauma associated with
out-of-home placement. Sunshine Center strives to create a visit
experience in which families involved in out-of-home placement feel
supported by the Agency, foster care and the community in working
towards family reunification and maintaining lifelong connections.
At the core of its services, Visit Coaching remains the primary intervention
in preparing birth families for reunification with their children in out-of-
home placement. Staff provide one-on-one parent coaching, conduct pre
and post visit discussions with birth parents, and assist parents in developing
visitation goals to support the emotional needs of their children while working
towards reunification. In addition, the Sunshine Center supports supervised
visitation, sibling visits, and extended family visits.
IN FY23:
✚57 children were served.
✚32 families were served.
✚240 coached visits were facilitated.
✚7 children were reunited with their parents.
✚$1,466 was donated for foster children from local citizens through the Generous Jurors Program.
SAFE PLACE - WASHINGTON COUNTY CHILD ADVOCACY CENTER
The Safe Place Child Advocacy Center (CAC) opened its doors in 2001
in response to growing awareness that sexually abused children were
not only suffering the lasting effects of abuse, but were also being re-
victimized by the lengthy and repetitive investigative process intended
to help. The Safe Place provides a multi-disciplinary team approach
to the investigation, prosecution and treatment of sexual abuse or
severe physical abuse. To this end, the Safe Place provides a safe,
child-friendly environment where law enforcement, child protective
services, prosecutors, medical and mental health professionals, victim
advocates and administrators can share information and develop
effective, coordinated strategies sensitive to the needs of each unique
case, child and non-offending caregiver.
All services are located on site, which benefits the children
and families emotionally, physically and mentally. By
working together from the initial investigation through
the disposition of the case, families better understand the
criminal justice system and child protective system. The Safe
Place is the only nationally accredited Child Advocacy Center
in Washington County offering this comprehensive approach
to the investigation of child maltreatment and exploitation.
Additionally, the Safe Place is one of a few in the state to offer on-
site forensic medical exams, therapy and victim advocacy services
to children and their non-offending family members.
10
FY
23
IN FY23:
✚275 forensic interviews were completed on site.
✚More than 118 families received a familial strengths and needs assessment from the Advocacy team.
✚29 children received mental health services.
✚92 families were offered on-site forensic medical exams for their children.
✚12 non-offending caregivers received ongoing supportive
services.
WASHINGTON COUNTY FAMILY CENTER
Washington County Family Center provides a variety of services designed to
empower expectant parents and families with children aged birth to 4 years to become
self-sufficient through personal achievement, education and positive parenting.
Services include: on-site early childhood development; Adult Basic Education (ABE);
General Equivalency Diploma (GED) instruction; high school credit classes; English for
Speakers of Other Languages (ESOL) classes; Family Literacy programs; employability
services; health education services; parenting education; and transportation. Through
the intensive education of more than one generation, the Center builds on family
strengths and offers the tools and support needed to help families become stronger
and more self-sufficient.
IN FY23:
✚67 adults and 68 children received services in education, parenting and early childhood education programming.
✚9 high school students graduated with their high school
diploma.
✚15 pregnant or parenting teens were enrolled in on-site high school classes.
✚3 adult education students received their GED.
✚8 adults were enrolled in adult education programs.
✚67 families received parenting education and life
skills support.
✚8 parents enrolled in English for Speakers of Other
Languages programming.
Dads’ Connection
Dads’ Connection supports local non-custodial fathers through case
management services and increased community partnerships for employment
opportunities. Participants also receive parenting education and resources.
IN FY23:
✚13 non-custodial fathers received case management and employment services.
✚5 non-custodial fathers obtained employment with a wage of more than $15 an
hour.
✚13 non-custodial fathers received parenting education and other parental
supportive services.
11
FY
23
ADULT SERVICES UNIT
The Adult Services Unit provides a range of case
management, foster care and aide services including:
personal, respite care and chore services to disabled
adults aged 18 years and older. All services are designed
to help vulnerable adults meet their basic needs in the
least restrictive settings consistent with their health and
safety. Adult Services are voluntary with the exception of
Adult Protective Services.
ADULT SERVICES AVERAGE MONTHLY CASELOAD
FY23
Adult Protective Services (APS)
APS investigates reports of abuse, neglect, exploitation
or self-neglect of vulnerable adults. APS workers
intervene to provide access to needed professional
services for people aged 18 years and older who lack the
capacity to provide for basic needs such as food, shelter
and medical care. Risk factors are identified and service
plans are developed to prevent further risk of harm to
the adults. As a last resort, when adult customers are
not capable of making decisions about their basic needs,
APS may petition the court to appoint Guardians of the
Person.
TOTAL APS CASES
FY19 - FY23
IN FY23:
✚301 investigations.
✚New APS investigations averaged 25 monthly.
✚Of the FY’23 APS reports, 26 were allegations of physical or sexual abuse, 88 neglect, 71 financial
exploitation and 126 self-neglect.
✚Monthly Continuing APS caseload averaged 4.
✚5 Guardianship assessments.
✚Monthly Guardianship caseload averaged 25.
When risks are reduced but services are still needed,
the vulnerable adult is referred to the Agency’s Social
Services to Adults or Project Home programs.
Social Services to Adults (SSTA)
SSTA assists people aged 18 years or older, without
dependent minor children, who need help living as
independently as possible. SSTA assists elderly and
disabled adults to access financial, medical, social,
psychological/psychiatric counseling, housing and
other services. Individuals aged 18 years and older with
an income of less than 80 percent of the state median
income and liquid assets less than $20,000 are eligible.
IN FY23:
✚Provided ongoing case management services to a total of 153 adults.
✚Managed an average monthly caseload of 114 aged
and non-aged adults.
✚Assessed an average of 2 new cases each month for SSTA services.
SSTA AVERAGE MONTHLY CASELOAD
FY19 - FY23
12
FY
23
Adult Foster Care
Adult Foster Care assists aged or disabled adults who
are unable to live alone but do not require nursing home
or hospital care. The program provides a moderately
supervised adult foster care situation with the support
and security of a family setting. Most of these adults
have physical or mental health problems that cause
them to need assistance with some daily activities. Adult
Foster Care providers furnish a safe, comfortable home
with proper nutrition, transportation, laundry and health
care assistance and overall supervision. This program
would not exist without the support of the Washington
County Commissioners, as county funds support foster
care placements for aged and disabled adults. The
project continues to recruit, assess, certify and train
providers. There is a need for more accessible adult
foster care homes.
IN FY23:
✚Washington County funded $51,480 for the Foster
Care for Adults Program, helping 19 individuals meet the total cost of their care, respite/day program costs.
✚Assisted an average of 7 individuals per month with
County funds.
CERTIFIED ADULT RESIDENTIAL ENVIRONMENT (CARE)
Project Home Case Management
Commonly known as Project Home, CARE provides
supervised housing where elderly and disabled adults
receive room, board, personal care and assistance with
other daily activities. The goal is to deinstitutionalize or
prevent hospitalization of chronically mentally ill and
other disabled adults, including persons with Acquired
Immune Deficiency Syndrome (AIDS).
IN FY23:
✚Each month, 10 adults who needed more intensive
foster care services received supplemental funding
and case management through partnerships with
the Mental Health Authority.
✚Project Home assessed 14 referrals for possible
placements.
✚36 individuals received placement services through Project Home.
CARE Housing
CARE Housing recruits, certifies and trains persons to
provide supportive shelter and home-like environments
to adults who have a chronic mental illness or other
disability, such as Alzheimer’s or cardiovascular disease.
A CARE home provides a protective living environment
for disabled adults who cannot live alone, primarily
due to mental or physical health problems. CARE
providers must have the capacity to assist these adults,
be financially stable and pass criminal background
investigations. The home must meet state CARE, fire and
health regulations.
IN FY23:
✚CARE homes averaged 15 per month.
✚The need for more specialized CARE homes continues to increase as elderly and disabled adults seek this type of adult foster care living
arrangement.
13
FY
23
HIV/AIDS Services
The goal of HIV/AIDS Services is to assist individuals
who have AIDS and/or are HIV positive, along with
their families and/or significant others, to live as
independently as possible. Case management,
education and supportive services are provided,
along with linking customers to appropriate
community resources and financial supports to
meet their needs. HIV/AIDS awareness seminars are
presented to community groups and professionals.
IN FY23:
✚Served 71 people with HIV/AIDS and their
families.
✚Managed an average monthly caseload of 40
people.
✚Utilized $10,636 in Flexible Spending to assist persons with HIV/AIDS in crisis.
In-Home Aide Services (IHAS)
IHAS aides assist disabled adults with personal care,
household chores and transportation to needed
services. Therapeutic services are aimed toward
allowing people to live in their own homes and
provide respite services to family members who are
the primary caregivers.
IN FY23:
✚Served 83 disabled, aged and non-aged adults.
✚Served 75 disabled adults aged 65 and older.
✚Served 8 disabled, non-aged adults 18 to 65.
✚Managed an average monthly caseload of 53
disabled adults.
✚IHAS Purchase of Service providers served 9 disabled adults.
✚IHAS Purchase of Service providers managed
an average monthly caseload of 14 disabled adults.
HIV/AIDS CASE MANAGEMENT AVERAGE MONTHLY CASELOAD
FY19 - FY23
FY
2314
CHILD SUPPORT
FY23 ACCOMPLISHMENTS:
✚Exceeded the federal paternity goal of 90 percent in establishing paternity in children born out-of-
wedlock in the caseload.
✚Exceeded the federal court order goal of establishing court orders in over 80 percent of cases.
✚Serviced approximately 5,500 cases, resulting in
the collection of over 10 million dollars in child support and arrearage payments.
✚Processed 272 modification requests to ensure
child support obligations align with the current
economic situation and financial means of the
parties.
County Alliance Program for Employment (CAPE)
CAPE is available to non-custodial fathers and offers job
readiness and employment support services.
IN FY23:
✚21 non-custodial parents participated in the
program.
✚$12,567 was paid toward child support cases from
individuals who became employed through the
program.
Location Services
Locating non-custodial parents is
imperative to continue the process
of getting children the support they
deserve. In order to place a non-
custodial parent under an enforceable
child support order, staff must first be
able to serve that parent with a notice
from the court stating their children
need financial support. Staff use an array
of automated tools provided by the state
and federal government to locate non-
custodial parents as well as their
sources of income and assets.
Establishing Paternity
When a legal father is established, the child is assured
some basic rights, such as inheritance and social security
benefits. If paternity is contested, the alleged non-
custodial parent has the right to a DNA test, an attorney
and a court hearing. DNA testing can be completed in
the local office.
IN FY23:
✚Approximately 200 non-custodial
parents received DNA testing.
Establishing Court Orders
Along with paternity, an
enforceable court order for child
support must be established.
IN FY23:
✚ Established court orders
in over 80% of cases,
exceeding the federal goal.
Enforcement And Modification
Automatic earning withholding
continues to be an important
tool in the enforcement of child
support orders. Additional
enforcement tools contributing
to the successful collection
rate include: driver’s license
suspension; tax refund intercept; new
hire reporting; business, occupational and
professional license suspension; passport denial; and
garnishment of bank accounts. When other remedies
fail, specialists will file contempt of court against the
non-custodial parent.
FY
23 15
ADMINISTRATION
FY23 ACCOMPLISHMENTS
✚Configured voicemail to email for all staff to support
better customer communications.
✚Imaged, configured, and deployed over 50 new laptops and docking stations to improve
teleworking capabilities for staff.
✚Maintained a COVID pantry to assist members of the community during quarantine/isolation.
✚Secured building-wide Wi-Fi for all 3 agency
locations.
Human Resources Unit
Two Human Resource Officers and one Personnel
Associate provide services to 227 employees in 3
agency locations. Our Human Resources Unit provides
recruitment, employer and employee relations, grievance resolutions, disciplinary actions, timekeeping, and employee benefit administration. Additionally, the
HR Unit provides resources to employee assistance
programs, health and financial wellness seminars,
and represents the agency in local job fairs held by
community partners. Quarterly the HR Unit provides training to supervisors and employees on various HR initiatives, state and local policy or procedures, and is the
lead on our local Risk Management initiatives.
IN FY23:
✚Onboarded 21 new state employees.
✚Onboarded 18 new grant funded Tri County Council
employees.
Finance Unit
The Finance team, comprised of 6 full-time employees,
provides professional accounting management of
fiscal operations, safeguards assets, and ensures the
accountability of funds. Finance staff ensures compliance of fiscal and procurement operations as prescribed in the regulations of State COMAR, the General Accounting Division Manual, the Department of Human Services’
Fiscal Manual, Circular OMB A-87 for grant guidance
and other related Agency, departmental, local and state
government mandated policies and procedures.
IN FY23:
✚Paid 100 percent of all invoices on time.
✚Processed 2,946 local checks and submitted
2,667 invoices to the Comptroller of Maryland for centralized payment.
✚Monitored and expended $1,527,615 of grant funds
in addition to a State budget of $20,068,334.
Administrative Support and Procurement Unit
These units provide internal
and external mail services,
purchase and issue
office supplies, solicit and award procurement contracts and maintain the Agency’s fleet.
Maintenance of the
vehicle fleet involves
following vehicle maintenance, procuring driver and vehicle gas cards and processing accident
reports. Private vehicle mileage
is also tracked.
IN FY23:
✚Processed 24 new contracts amounting to $2,509,025.
✚Secured 14 Memorandums of Understanding/
Agreement.
✚Completed 143 purchase orders through
competitive process.
✚Maintained 16 agency vehicles.
FY
2316
Direct Payments to Clients
Public Assistance $9,936,997
Food Supplement Program $65,259,339
Emergency Grants & Low Income
Household Water Assistance Program
(LIHWAP) $91,335
SUBTOTAL $75,287,671
Child Support Collections
and Distributions $10,078,867
Agency Salaries, Administration
and Program Services $20,068,334
Former Customers Employed $1,983,956
(estimate)
Grant Funds Obtained by Agency Staff
Family Center $512,802
Child Advocacy Center $358,902
Other $149,581
SUBTOTAL $1,021,285
Temporary Cash Assistance
Support Services $241,204
County Budget $506,330
Federal Match $51,477
TOTAL $109,265,262
ECONOMIC IMPACT OF THE WASHINGTON COUNTY DEPARTMENT OF SOCIAL SERVICES
FY 2023
Information Technology Unit (ITU)
ITU, staffed by two full-time employees, provides IT
support for 227 agency staff in 3 Washington County locations. ITU maintains an inventory of over 1,500 pieces of equipment while supporting staff on-site, off-site teleworking, or using Amazon WorkSpaces from home.
General software and hardware training are provided
to all users. In addition, ITU provides training for special
projects and supports statewide telecommunications on the Local Area Network (LAN). This includes configuring and maintaining the Voice Over Internet Protocol (VOIP) and voicemail to email systems, setting up VOIP
telephones, and providing user support through direct
contact, telephone, instant messenger, email, and remote
connection.
IN FY23, ITU SET UP, CONFIGURED AND MAINTAINED:
✚153 desktop computers
✚214 laptops
✚180 printers
✚150 iPhones
✚105 tablets
✚50 flip phones
✚19 MiFis
✚5 servers
✚240 VOIP telephones
FY
23 17
COMMUNITY OUTREACH
THE STAFF OF THE
WASHINGTON COUNTY
DEPARTMENT OF SOCIAL
SERVICES (WCDSS) IS
COMMITTED TO EDUCATING
AND INFORMING THE
COMMUNITY REGARDING
VARIED PROGRAMS AND
RESOURCES AVAILABLE. IN
FY’23, WCDSS PROVIDED
INFORMATION ABOUT THE
AGENCY’S PROGRAMS AND
SERVICES AT THE FOLLOWING
EVENTS:
COMMUNITY EVENTS
✚National Night Out
✚Elgin Station Community Event
✚Washington
County Agricultural Expo
✚Washington Goes Purple Kick-Off
✚Our City Weekend
✚The Power of Harm Reduction
✚BCOH Block Party
✚Trunk or Treat sponsored by Harm Reduction
✚City of Hagerstown Halloween
Block Party
✚WCPS Community Health and Wellness Fair
✚Red Cross Caring Hands Gift
Wrapping Event
✚SPAN Suicide Prevention Annual Summit
✚Red Sand Project
✚Washington County Parenting Workshop
✚Virtual Town Hall with
Delegate Grossman - SNAP Benefits
✚HARC Presentation
✚BCOH Surviving to
Thriving
✚Access to Treatment Event
✚Child Welfare Conference
✚HCC Job Fair
✚Family Center Egg Hunt
✚One Stop Resources Event
✚Behavioral Health Roundtable Discussion - Lt/ Gov/Emily
Keller
✚Crime Victim’s Rights Awareness Color Splash Walk
✚Community Health Summit by
Zion Baptist Church
✚Baby Palooza
✚WCHD Mini Health Fairs
✚Elder Abuse Prevention Panel
✚Skate for Sobriety
✚Martha’s House Bug Party
✚Hagerstown Pride Event for
June Pride Month
18
FY
23
COMMUNITY PARTNERS
✚ADAC
✚Association of Retarded Citizens
✚Big Brothers/Big Sisters
✚Boys & Girls Club of Washington County
✚Brook Lane
✚Brooke’s House
✚CASA
✚Catoctin Counseling
✚Center for Substance Abuse
Research
✚Chamber of Commerce
✚Children in Need
✚Commission on Aging
✚Community Action Council
✚Compassionate Wellness Center
✚Community Free Clinic
✚Department of Juvenile Services
✚Department of Labor, Licensing
and Regulation
✚Department of Rehabilitative
Services
✚Family Healthcare
✚Governor’s Office of Crime
Prevention
✚Hagerstown Area Religious Council (HARC)
✚Hagerstown Community College
✚Hagerstown Housing Authority
✚Hagerstown Police Department
✚Head Start
✚Horizon Goodwill/LEAP
✚Housing Authority of Washington
County
✚Justice’s Sake
✚Legal Aid
✚Lifehouse
Church
✚Maryland Children’s Alliance
✚Maryland State Police
✚Mental Health Authority
✚Mobile Crisis Services
✚Meritus Medical Center
✚National Children’s Alliance
✚Potomac Community Services
✚Pressley Ridge
✚QCI Behavioral Health
✚REACH
✚Salvation Army
✚San Mar
✚Soul Haven
✚Southern Regional Children’s
Advocacy Center
✚State’s Attorney’s Office
✚St. John’s Shelter
✚Turning Point
✚United Way of Washington
County
✚University of Maryland-H / Salisbury University
✚University of Maryland - The
Institute for Innovation
✚Washington County Board of Education
✚Washington County Clerk’s Office
✚Washington County Emergency Management
✚Washington County Emergency
Services
✚Washington County Fatality Review Board
✚Washington County Health
Department
✚Washington County Human
Trafficking Collaborative
✚Washington County Local Management Board
✚Washington County Sheriff’s
Department
✚Way Station
✚Western Maryland Consortium
✚Western Maryland Counseling Center
✚Western Maryland Mental Health
Center
FY
23 19
STATE DELEGATES
TERRY BAKER
Annapolis Office:
323 Lowe House Office Building
6 Bladen Street
Annapolis, MD 21401
410-841-3321; 301-858-3321
terry.baker@house.state.md.us
WILLIAM J. WIVELL
Annapolis Office:
322 House Office Building
6 Bladen Street
Annapolis, MD 21401
410-841-3447; 301-858-3447
william.wivell@house.state.md.us
BROOKE GROSSMAN
Annapolis Office:
306 Lowe House Office Building
6 Bladen Street
Annapolis, MD 21401
410-841-3125; 301-858-3125
brooke.grossman@house.state.md.us
WILLIAM VALENTINE
Annapolis Office:
324 Lowe House Office Building
6 Bladen Street
Annapolis, MD 21401
410-841-3636; 301-858-3636
william.valentine@house.state.md.us
COMMISSIONERS, BOARD MEMBERS & WASHINGTON COUNTY LEGISLATIVE DELEGATION
WASHINGTON COUNTY COMMISSIONERS
✚John F. Barr, President
✚Jeffrey A. Cline, Vice President
✚Wayne K. Keefer
✚Randall E. Wagner
✚Derek Harvey
WCDSS BOARD MEMBERS
✚Bridgett Jones Smith, Chair
✚Cindy Brown, Vice Chair
✚Shannon Gaines, Secretary
✚Erika Bell
✚Marci Corea
✚Dana Pentoney
✚David D. Pool
✚Ladetra Robinson
✚Ex Officio Member
● Wayne K. Keefer, County Commissioner
STATE SENATORS
PAUL D. CORDERMAN
Annapolis Office:
403 James Senate Office Building
11 Bladen Street
Annapolis, MD 21401
410-841-3903; 301-858-3903
paul.corderman@senate.state.md.us
MICHAEL W. MCKAY
Annapolis Office:
416 James Senate Office Building
11 Bladen Street
Annapolis, MD 21401
410-841-3565; 301-858-3565
mike.mckay@senate.state.md.us
FY
2320
DHS Secretary
(Governing Body)
Washington CountyBoard of Social Services
(Advisory Board)
Tiffany Rexrode
Director
Sherie Nigh
Executive Assistant
Amanda Bishop
Asst. Director/ACFS
ShanaMatthews
Director/
Family Center
LigiaTeodorovici
Supervisor
Megan
Swindell
Supervisor
Vacant
Coordinator/
Safe Place
NicholeWare
Administrative
Assistant
SharonShafer
Supervisor
KatyZeger
Personnel
Officer
AmyRobinson
Director/Finance
RebeccaDick
Supervisor
Vacant
Supervisor
JillMyers
Supervisor
MichelleScott
Supervisor
KathyBoyd-Mansfield
Program Manager
Adult Services
SteveYoungblod
Program Manager
Child Welfare
Tammie
Campher
Program Manager
Child Welfare
ElizabethSaxon
Supervisor
Vacant
Supervisor
AngelaSouders
Supervisor
KarenWinfrey
Supervisor
ColleenCarter
Supervisor
Kathleen
Chaney
Supervisor
Vacant
Supervisor
AliciaSnoots
Supervisor
MeganJordan
Supervisor
RachelMazloum
Supervisor
TamaraPuffenberger
Supervisor
Joshua Bond
Asst. Director/Family Investment
Jennifer Kane
Asst. Director/Administration
James Gossard
Asst. Director/Child Support
BarbaraShevokas
Program Manager
Child Welfare
JuliaJensen
Program Manager
Child Welfare
Jill
Farkosh
Supervisor
AbbyShort
Supervisor
DanMoreland
Supervisor
AmandaChapman
Supervisor
FY23 ADMINISTRATION ORGANIZATIONAL CHART
Washington County
Department of Social Services
122 North Potomac Street
Hagerstown, MD 21740
ph: 240-420-2100 fax: 240-420-2111
tty: 1-800-735-2258 ext. 240-420-2100
dhs.maryland.gov/local-offices/washington-county/
Open Session Item
NOTE: The Board will need to convene as the Board of Health when considering this request.
SUBJECT: Adolescent Clubhouse – Horizon Goodwill Industries
PRESENTATION DATE: November 7, 2023
PRESENTATION BY: Earl Stoner, Health Officer, Washington County Health Department
RECOMMENDED MOTION: The Health Department is recommending that the Board of Health
approve the contract to Hagerstown Goodwill Industries dba Horizon Goodwill Industries in the amount
of $258,137.00 for funding legislated by the State Opioid Response (SOR) Grant providing an
Adolescent Clubhouse to work with the at-risk youth in Washington County. The Adolescent
Clubhouse is accessible to all youth in Washington County ages 11- 16 years.
REPORT-IN-BRIEF: Adolescent Clubhouse is a grant that is targeted to promote the child’s well-
being by streamlining the point of entry services for at risk/delinquent youth. The program provides
services for case management with qualified Youth Outreach. Staff will work with each participant to
establish and organize individual needs; provide peer recovery support which includes age &
developmentally appropriate recovery support groups; self-care and social development skills; recovery
related workshops; vocational and educational activities, that reduce isolation; family engagement
events and volunteer and service opportunities. The purpose of this program is to provide the safe
opportunity for Adolescents through program expansion efforts, and by building needed infrastructure
to support collaboration with schools and communities to expand the array of recovery-oriented
services available to our youth and their families.
DISCUSSION:
FISCAL IMPACT: 100% of the funding for this contract is provided through the Maryland
Department of Health Behavioral Health Administration. No additional funding is being requested.
CONCURRENCES:
ATTACHMENTS: Contract
Board of County Commissioners of Washington County, Maryland
Agenda Report Form
Rev. 2/2014 1
STATE OF MARYLAND
MARYLAND DEPARTMENT OF HEALTH
FY24 F936B- 0802
FY24 F840N-0802
Horizon Goodwill Ind.
follows:
-04 Adolescent Clubhouse for FY24
-year consecutive (FY25 ,FY26, FY27, FY28) renewals if the grant ha s budgeted funds available
– the scope of work or solicitation and Exhibit B – the Contractor’s bid or proposal.
not significantly change the scope of the Contract (including the Contract price).
$258,137.00. With the breakdown as follows:
Item #1 F936B $238,637.00
Item #2 F840N $ 19,500.00
Department receives a proper invoice from the Contractor. Ch arges for late payment of invoices, other than
as prescribed by Title 15, Subtitle 1, State Finance and Procurement Article, Maryland Code, are prohibited.
rtment for payment.
wchd.invoice@maryland.gov. All invoices shall be submitted along with any supporting documentation to
Rev. 2/2014 2
● Contractor name;
● Remittance address;
● Federal taxpayer identification number;
● Invoice period;
● Invoice date;
● Invoice number
● Goods or services provided; and
● Amount due.
Invoices submitted without the required information and inclusive of the supportive documentation cannot
be processed for paym ent until the Contractor provides the required information.
Supporting Documentation Requirements
The Washington County Health Department is required to ensure that all expenses disbursed under grant
programs are made within the scope of the Condition of Awards and only appropriate expenses are
reimbursed under the grant. As such, supporting documentation is required to support expenses invoiced
under this contract.
● For reimbursement of salaries and related personnel costs, copies of payroll reports or other proof
of payments/costs must be submitted along with the invoice. Reports must detail amounts paid to
or on behalf of (salary and fringe costs) individual employees.
● For equipment purchases that are approved under the grant award, originals or copies of receipts
for the equipment must be submitted along with the invoice.
● For any sub -contracted services allowable under the grant award, copies of invoices from the sub -
contractors must be submitted along with the invoice. Sub -contracted services must be pre -
approved by the Contract Monitor. Supportive documentation proving the costs and expenses of
the sub -contractor will also need to be provided.
● For any supplies, utility costs, fuel purchases, or other expenses allowable for reimbursement under
the grant award, copies of receipts or invoices must be submitted along with the invoice.
Onsite Visit/Audit
For service contracts, the Washington County Health Department, will perform one or more onsite visits to
ensure that services provided by the contractor are consistent with this contract and any applicable
conditions of award. This site visit may include
expenses. If a visit is made to ensure that a service is being performed at a specific time, it may be
unannounced.
all matters relative to this Contract shall be coordinated through the Procurement Officer.
Subtitle 2, Part III, Annotated Code of Maryland, and by COMAR 21.10 Administrative and Civil Remedies. Pending
resolution of a dispute, the Contractor shall continue to perform this Contract, as directed by the Procurement
Officer.
upon prior written notification to the Contractor spec ifying the extent and the effective date of the termination. The
State will pay all reasonable costs associated with this Contract that the Contractor has incurred up to the date of
termination, and all reasonable costs associated with termination of the Contract. However, the Contractor may not
be reimbursed for any anticipatory profits which have not been earned up to the date of termination. Termination
hereunder, including the determination of the rights and obligations of the parties, shall be governed by the
provisions of COMAR 21.07.01.12(A)(2).
this Contract, the Department may terminate the Contract by giving the Contractor w ritten notice of termination.
Termination under this paragraph does not relieve the Contractor from liability for any damages caused to the State.
Termination hereunder, including the rights and obligations of the parties, shall be governed by the provis ions of
COMAR 21.07.01.11B.
Rev. 2/2014 3
or costs incurred after termination.
and Maryland law, including, but not limited to, the employment provisions of §13-219 of the State Finance and
Procurement Article, Maryland Code and Code of Maryland Regulations 21.07.01.08, and the commercial
nondiscrimination provisions of Title 19, Subtitle 1, State Finance and Procurement Article, Maryland Code.
Maryland Uniform Computer Information Transactions Act (Commercial Law Article, Title 22 of the Annotated Code
of Maryland) does not apply to this Contract or any software license acquired hereunder.
Contractor is a corporation or partnership) any of its officers, directors, partners, or controlling stockholders; nor any
employee of the Contractor who is directly involved in the business’s contracting activities, has been convicted of
bribery, attempted bribery, or conspiracy to bribe under the laws of any state or of the United States.
- Contract Monitor is Victoria Sterling.
Rev. 2/2014 4
, the parties have executed this Contract as of the date hereinabove set forth.
Horizon Goodwill Industries MARYLAND DEPARTMENT OF HEALTH
Open Session Item
SUBJECT: Collective Bargaining Agreement - AFSCME
PRESENTATION DATE: November 7, 2023
PRESENTATION BY: Eric Paltell, Labor Counsel; Kirk C. Downey, County Attorney; Dave
Mason, Deputy Director, Solid Waste; Mark Bradshaw, Director, Environmental Management;
Andrew Eshleman, Director, Public Works; Darryl Brown, Accounting Supervisor, Budget and
Finance
RECOMMENDED MOTION: I move to approve the proposed Memorandum of
Understanding as presented.
REPORT-IN-BRIEF: Collective bargaining negotiations have resulted in a proposed successor
Memorandum of Understanding to replace the existing collective bargaining agreement.
DISCUSSION: Local 2677, Maryland Public Employees Council 3, AFSCME, has been
recognized as a collective bargaining agent on behalf of full-time hourly employees in the County
Highway Department, Solid Waste Department, Transit Department, Department of Emergency
Communications and Water Quality Collections and Maintenance. The County and Local 2677
have been involved in collective bargaining since March 2023. These negotiations were the first
time the entire Agreement has been revised since 2008. The bargaining sessions resulted in a
proposed successor collective bargaining agreement concerning workplace practices, procedures,
wages, hours, and conditions of employment. Key changes in the Agreement include the addition
of premium pay for time worked on holidays, an increase in the meal allowance from $8.25 to
$15.00, on-call pay for Water Quality Collections employees, paid lunch periods, greater
flexibility in hiring for the County, and a change in the way leave is handled from “days” to
“hours.” The Agreement covers the period from July 1, 2023 to June 30, 2026. The Union has
approved the Agreement. The Board of County Commissioners must now act on the Agreement.
FISCAL IMPACT: $656,144 (estimate)
CONCURRENCES: N/A
ALTERNATIVES: N/A
ATTACHMENTS: Proposed Memorandum of Understanding
AUDIO/VISUAL NEEDS: N/A
Board of County Commissioners of Washington County, Maryland
Agenda Report Form
MEMORANDUM OF UNDERSTANDING
between
BOARD OF COUNTY COMMISSIONERS OF WASHINGTON COUNTY, MARYLAND
and
MARYLAND PUBLIC EMPLOYEES COUNCIL 3, AFSCME, AFL-CIO
AND ITS LOCAL 2677, AFL-CIO for
HIGHWAY, SOLID WASTE,
TRANSIT DEPARTMENT, WATER QUALITY, COLLECTIONS AND
MAINTAINANCE AND EMERGENCY
COMMUNICATIONS DEPARTMENTS
July 1, 2023 to June 30, 2026
i
TABLE OF CONTENTS
ARTICLE 1 - RECOGNITION OF UNION .................................................................................. 1
ARTICLE 2 - UNION SECURITY ................................................................................................ 1
ARTICLE 3 - DEDUCTION OF UNION DUES........................................................................... 2
ARTICLE 4 - GRIEVANCES AND ARBITRATION .................................................................. 3
ARTICLE 5 - UNION STEWARDS AND UNION REPRESENTATIVES ................................. 6
ARTICLE 6 - UNION LEAVE ...................................................................................................... 7
ARTICLE 7 - GENERAL PROVISIONS ...................................................................................... 8
ARTICLE 8 - SENIORITY ............................................................................................................ 9
ARTICLE 9 - PERSONAL DAYS ............................................................................................... 10
ARTICLE 10 - BEREAVEMENT LEAVE ................................................................................. 10
ARTICLE 11 - OVERTIME ......................................................................................................... 11
ARTICLE 12 - HOURS OF WORK AND WAGES ................................................................... 14
ARTICLE 13 - SAFETY AND HEALTH.................................................................................... 18
ARTICLE 14 - SAVINGS CLAUSE ........................................................................................... 22
ARTICLE 15 - MEAL PERIODS ................................................................................................ 22
ARTICLE 16 - MILITARY LEAVE ............................................................................................ 23
ARTICLE 17 - SICK LEAVE BONUS ....................................................................................... 24
ARTICLE 18 - RETIREMENT COMMITTEE ........................................................................... 25
ARTICLE 19 - SCOPE ................................................................................................................. 25
ARTICLE 20 - WAGES ............................................................................................................... 26
ARTICLE 21 - TELEPHONE ACCESS ...................................................................................... 27
ARTICLE 22 - POSTING OF JOB OPENINGS INTERNALLY ............................................... 27
ARTICLE 23 - VACATION ........................................................................................................ 27
ARTICLE 24 - HOLIDAYS ......................................................................................................... 29
ARTICLE 25 - DURATION, CHANGE, OR AMENDMENT ................................................... 29
EXHIBIT A ................................................................................................................................... 31
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MEMORANDUM OF UNDERSTANDING ("MOU")
ARTICLE 1 - RECOGNITION OF UNION
The Board of County Commissioners of Washington County, Maryland (the "County" or
the "Employer"), recognizes the Maryland Public Employees Council 3, and its Local 2677,
AFSCME, AFL-CIO (the "Union") as the sole and exclusive bargaining agent for the purpose of
collective bargaining for all regular full-time hourly employees of the Washington County
Highway Department, Solid Waste Department, Transit Department, Department of Emergency
Communications, and Water Quality Collection and Maintenance (excluding clerical, supervisory,
and other employees excluded by the Resolution Adopting Procedures for Collective Bargaining
and applicable law).
ARTICLE 2 - UNION SECURITY
Article 2. Membership. After completing thirty (30) working days, all Highway, Solid
Waste, Water Quality Collection and Maintenance, Transit and Emergency Communication
employees, subject to the provisions of this MOU, have the opportunity to become members of
the American Federation of State, County and Municipal Employees (AFSCME) Council 3, Local
2677 (the Union). Newly-hired Employees may become a member of the Union: (1) within 90
days of the County notifying the Union President and Staff Representative of the employee's start
of employment and department; or (2) until the end of the County's first annual open enrollment
period for benefits that first follows their date of hire, whichever is greater. Current employees
may join the Union during the County's annual open enrollment period for benefits.
Any employee wishing to become a member of the Union shall execute the appropriate
dues authorization enrollment card for a payroll deduction to the Union subject to the Resolution
Adopting Procedures for Collective Bargaining enacted by the Board of County Commissioners
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on February 9, 1999. Membership in the Union will continue until revoked in writing, to the Union
and the County, by the member during the County's open enrollment period for benefits. If the
revocation is received solely by the Union, then the Union is solely responsible for providing a
copy of such written revocation to the Budget and Finance Department. If the revocation is
received solely by the County, then the County is solely responsible for providing a copy of such
written revocation to the Union President and Union Staff Representative.
Regardless of when such written revocation is received by the Budget and Finance
Department, the dues deduction will not be discontinued until the first full pay period after the
termination of the open enrollment period.
ARTICLE 3 - DEDUCTION OF UNION DUES
Section 3.1 Authorization for Deductions. Employees who wish to become members of
the Union and be afforded the negotiated rights in the MOU, must properly execute a Union
Membership Card/Payroll Deduction Authorization Card. After receiving a properly executed
Payroll Deduction Authorization Card, the County agrees to withhold from the employee's
paycheck each pay period the regular Union dues in the amount certified to the County by the
Union. Deductions shall be made by electronic fund transfer to the account authorized by the
Comptroller of AFSCME Council 3 no later than the 15th day after the 1st day of the succeeding
month. The Union will notify the County at least thirty (30) days prior to any change in such dues.
A Union membership list and bargaining unit list shall be remitted monthly by email to AFSCME
Council 3 in Excel format.
The County will provide the Union with a list of any members who (1) join the Union and
authorize membership dues deduction from their paycheck or (2) who revoke authorization for
payroll deduction and Union membership. The County also agrees to furnish a list of all employees
3
in bargaining unit positions, who are not members, seven (7) days prior to the start of the open
enrollment period.
ARTICLE 4 - GRIEVANCES AND ARBITRATION
Section 4.1. Definition. A grievance shall be considered to exist only when there is a
disagreement involving the interpretation or application of this MOU and concerning those
employees subject hereto. No grievance or its settlement shall expand or modify this MOU.
Grievances must be presented within fourteen (14) calendar days after 1) the date of their
occurrence or 2) the earlier of the date on which the condition causing the grievance becomes
known or should have been known, or they will not be considered. The purpose of this grievance
procedure is a sincere desire by both parties to settle grievances in the shortest time possible and
at the lowest level possible so as to foster efficiency and employee morale.
Section 4.2. Grievance Procedure. Grievances or disputes that may arise between the
parties shall be settled in the following manner:
Step 1: The Union representative, with the complaining employee, shall discuss the
grievance or dispute with the immediate supervisor. Upon mutual agreement of the County and
the Union, the grievance may be filed at Step 1 with a County employee who has been identified
by the immediate supervisor as being in a position to adjust the matter within the time period in
section 4.1. Otherwise, the immediate supervisor shall attempt to adjust the matter within the
supervisor's scope of authority and shall respond to the Union representative within fourteen (14)
calendar days after such discussion. For the purpose of this Section, "immediate supervisor" shall
mean the employee’s immediate supervisor, as set forth in the employee’s current job description.
Step 2: If, after a thorough discussion with the immediate supervisor, the grievance has
not been satisfactorily resolved, the Union representative and the President or designee of the Local
4
Union and the complaining employee shall, after written appeal to the respective Department Head
(the Director of Transit, the Deputy Director of Solid Waste, the Deputy Director of Operations
for Water Quality, the Director of Highways, the Director of Emergency Communications) or their
successors, designees or holders of comparable positions (collectively, the "Department Heads"),
discuss the grievance with the Department Head within fourteen (14) calendar days after such
appeal is received. The Department Head shall respond in writing within ten (10) calendar days
after such discussion. The employee's notice of appeal shall set forth the grounds for the grievance
and a brief statement of the factual situation giving rise to the grievance.
Step 3: If, after a thorough discussion with the appropriate Department Head, the grievance
has not been satisfactorily resolved, the Union representative, the complaining employee, the
President or designee of the Local Union and the Union Council Representative, shall, after written
appeal to the County filed with the Human Resources Director, discuss the grievance with a panel
composed of the designated representatives of the County (which may include, among others, a
County Commissioner, the County Administrator, the County Attorney, and the Human Resources
Director) within fourteen (14) calendar days after the receipt of such written appeal. The panel of
designated representatives of the County shall deliver its decision in writing within fourteen (14)
calendar days after such discussion. Said response shall include a reasonable basis for the decision
but shall not be admissible in an arbitration or other proceeding.
Step 4: Any grievance of an employee concerning the interpretation of an express
provision or provisions of this MOU that has been properly processed through the Grievance
Procedure as set forth herein and has not been settled at the conclusion of Step 3, may be appealed
to binding arbitration by the Union by serving a written notice of appeal with the County Attorney,
together with a written statement of the specific provision or provisions of the MOU at issue. If,
5
however, the grievance is not appealed to arbitration as provided in this Section within thirty (30)
calendar days after the County’s answer at Step 3 of said Grievance Procedure, it shall be
considered settled in accordance with the County’s written decision, which shall be final and
binding upon the aggrieved employee or employees and the Union.
The County and the Union shall select an impartial arbitrator. If they are unable to agree
upon a choice within ten (10) calendar days thereafter, they shall jointly request the Federal
Mediation and Conciliation Service to furnish a list of not less than five (5) qualified and impartial
arbitrators, one of whom may be designated by the County and Union representatives within ten
(10) calendar days after receipt of said list, to act as arbitrator of said grievance. Selection shall
be made by the County and the Union representative alternately striking any names from the list
until only one name remains. The Union will strike the first name followed by the County. The
final name remaining shall be the arbitrator of the grievance. The jurisdiction and authority of the
arbitrator of the grievance and the opinion and award shall be confined exclusively to the
interpretation of the express provision or provisions of this MOU at issue between the Union and
the County. The arbitrator shall have no authority to add to, detract from, alter, amend, or modify
any provision of the MOU. The award in writing of the arbitrator on the merits of any grievance
adjudicated within the arbitrator’s jurisdiction and authority as specified in this MOU shall be final
and binding on the aggrieved employee or employees, the Union and the County, provided that
the award does not conflict with any of the provisions of this Article. The Union and the County
shall each bear its own expenses in these arbitration proceedings, except that they shall share
equally the fee and other expenses of the arbitrator in connection with the grievance submitted.
The Union representatives, Union president or designee, the grievant(s), and witnesses, shall be
permitted to attend the arbitration proceeding without loss of pay. The arbitration and calling of
6
witnesses, however, shall be scheduled to minimize the disruption of County operations and
minimize the time witnesses are away from work.
The Steps set forth in this Grievance and Arbitration Procedure may be waived by mutual
agreement in writing of the employee, the Union and the County.
Section 4.3. Limitations on Grievance. There shall be no grievance as to any matter
arising out of work rules, discipline, discharge, contracting, subcontracting, or any other non-
mandatory subject of bargaining as set forth in the Resolution Adopting Procedures for Collective
Bargaining. The Circuit Court of Washington County, Maryland will resolve issues by arbitration.
Section 4.4. Time Limits. Should the County fail to respond to any grievance within the
times set forth for each respective step in the procedure set forth in Section 2 above, the affected
employee shall be entitled to proceed to the next step in the grievance procedure. Time limits set
forth in this procedure may be waived or extended by mutual agreement in writing by the
employee, the Union and the County.
ARTICLE 5 - UNION STEWARDS AND UNION REPRESENTATIVES
Section 5.1. Union Officials. The County recognizes and shall deal with all of the
accredited Union Stewards, Alternate Stewards, and the Union President in all matters relating to
grievances and interpretation of this MOU.
Section 5.2. Notification of Union Stewards. A written list of the Union Stewards (such
lists to outline the area to be represented by stewards) shall be furnished to the County immediately
after their designation and the Union shall notify the County promptly of any changes of such
Union Stewards, otherwise the County need not recognize them.
Section 5.3. Investigation of Grievances. Union Stewards and the Union President shall
be granted reasonable time off during working hours to investigate and settle grievances, upon
7
advance notice to the appropriate Department Head through their immediate supervisor, without
loss of pay. Such time shall be arranged in a manner that causes the least disruption of, or
interference with the operations of the County, its employees and supervisory personnel.
Section 5.4. Allocation of Shop Stewards. One (1) Shop Steward shall be designated for
each Shop District within the Highway Department, one (1) Steward for Solid Waste, one (1)
Steward for Emergency Communications, one (1) Steward for Transit, one (1) Steward for Water
Quality Collection, and one (1) Steward for Water Quality Maintenance. For the purposes of this
Article 5, a "Shop Steward" is the same as a "Union Steward."
Section 5.5. Email Access. Email access will be provided to all principal officers of the
Union at their work location. It is understood that email will be accessed before or after working
hours during breaks or at lunchtime.
Section 5.6. Notifications. The Union will be notified of all new hires, transfers and
upgrades within Union represented employees.
ARTICLE 6 - UNION LEAVE
Section 6.1. Union Leave of Absence. Upon prior application in writing, leave of absence
shall be granted to an employee or employees selected by the Union to attend and serve as
delegates to conventions, organization conferences and training related to their Union. For those
departments working shift work, a minimum of 48 hours’ advance notice is required to be granted
union leave.
The County shall provide a total of 120 cumulative paid leave hours per year to the
employees selected by the Union, who shall have the right to carry over eighty (80) unused paid
leave hours to the next year provided, however, that the accumulation of paid leave shall not exceed
160 hours in any given year. In addition, the County shall grant a total of 40 cumulative unpaid
8
hours per year to the employees selected by the Union. Any leave entitlement under this section
shall be conditioned upon and subject to a determination by the County that such leave does not
disrupt, interfere, or impair the efficiency of the operations of the County.
ARTICLE 7 - GENERAL PROVISIONS
Section 7.1. Pledge Against Discrimination and Coercion. The provisions of this MOU
shall be applied equally to all employees in the bargaining unit without discrimination as to age,
sex, marital status, race, color, creed, national origin, sexual orientation or political affiliation. The
Union shall share equally with the County the responsibility for applying this provision of the
MOU. All references to employees in this MOU designate both sexes, and wherever the male
gender is used, it shall be construed to include male and female employees. The County agrees
not to interfere with the rights of employees to become members of the Union, and there shall be
no discrimination, interference, restraint, or coercion by the County or any County Representative
against any employee because of Union membership or because of any employee activity on behalf
of the Union. The Union recognizes its responsibility as bargaining agent and agrees to represent
all employees subject to the terms of this MOU without discrimination, interference, restraint or
coercion.
Section 7.2. Union Bulletin Boards. The County agrees to furnish and maintain suitable
bulletin boards in convenient places in each work section to be used by the Union, but not to exceed
a total of seven (7) such boards. The Union shall limit its posting of notices and bulletins to such
bulletin boards.
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ARTICLE 8 - SENIORITY
Section 8.1a. Definition (Highways). Seniority for Highway Department employees
means an employee's length of continuous service with the Highway Department since his last date
of hire. For the purpose of computing benefits, the date of hire with the County shall be used.
Section 8.1b. Definition (Solid Waste). Seniority for Solid Waste employees means an
employee's length of continuous service with the Solid Waste Department since his last date of
hire. For the purpose of computing benefits, the date of hire with the County shall be used.
Section 8.1c. Definition (Transit). Seniority for Transit Department employees means an
employee's length of continuous full-time service with the Transit Department, beginning July 1,
1994. For the purpose of computing benefits, the date of hire with the County shall be used.
Section 8.1d. Definition (Emergency Communications). Seniority for Emergency
Communications employees means an employee's length of full-time continuous service with the
Emergency Communications Center since his last date of hire. For purposes of computing
benefits, the date of hire with the County shall be used.
Section 8.1e. Definition (Water Quality Collection and Maintenance). Seniority for
Water Quality Collection and Maintenance employees means an employee's length of continuous
service with the Water Quality Collection and Maintenance Department since the employee's last
date of hire. For purposes of computing benefits, the date of hire with the County shall be used.
Section 8.2. Probation Period. New employees, if satisfactory, shall be added to the seniority
list thirty (30) working days after hire date and shall be on probation for ninety (90) working days
after their date of hire.
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Section 8.3. Seniority Lists. Every six (6) months the County shall post on all bulletin
boards a seniority list showing the continuous service of each employee. A copy of the seniority
list shall be furnished to the local Union when it is posted.
Section 8.4. Breaks in Continuous Service. An employee's continuous service record
shall be broken by voluntary resignation, discharge for just cause, and retirement. There shall be
no deduction from continuous service for any time lost which does not constitute a break in
continuous service.
Section 8.5. Super Seniority. Employees serving as President, Chief Shop Steward and
Steward shall receive "super seniority" status with regard to layoffs during their respective term of
office.
ARTICLE 9 - PERSONAL DAYS
Section 9.1. Eligibility. Effective January 1, 2024, all employees covered by this MOU
are entitled to sixty (60) hours of personal leave per calendar year. Thirty (30) hours will be
granted on January 1 of each contract year. Employees hired in March and April will receive
twenty (20) hours and May and June will receive ten (10) hours. Thirty (30) hours will be granted
on July 1 of each contract year. Employees hired in September and October will receive twenty
(20) hours and November and December will receive ten (10) hours. Personal time can be taken
in 1-hour increments within the current calendar year. Personal time cannot be carried over from
one calendar year to the next.
ARTICLE 10 - BEREAVEMENT LEAVE
Section 10.1. Bereavement Benefit. Leave of absence for the death of a member of the
immediate family of any employee will be granted for a period of up to 24 hours within one (1)
week after death occurs and shall be without loss of pay. Alternatively, and in lieu of receiving
11
bereavement leave within one (1) week of the death, in circumstances where the service may be
delayed due to reasons outside of the Employee’s control, upon written request to the Director of
Human Resources, up to 24 hours of Bereavement Leave may be used on or consecutive to the
date of service. "Immediate family" shall include father, stepfather, mother, stepmother, wife,
husband, daughter, son, stepchild, sister, brother, stepsibling, mother-in-law, father-in-law,
grandparent and grandchild and foster parent or foster child as recognized by law, or close relative
living in the household of the employee. An employee also has the option, under this Article, to
use any other leave available (24 hour maximum) in addition to the amounts provided for above.
In the event sick leave is used for additional bereavement leave purposes pursuant to this Article,
the use of such sick leave will not be counted against an employee's sick leave bonus as referenced
in Article 18 of this MOU.
ARTICLE 11 - OVERTIME
Section 11.1. Overtime Pay - Highway and Solid Waste Departments. Highway and
Solid Waste employees shall be paid time and one-half (1 ½) the employee's hourly rate of pay for
work under any of the following conditions:
(a) All work performed in excess of eight (8) hours per day in any workday, except
Highway Department employees on a ten (10) hour workday pursuant to Section
12.2;
(b) All work performed in excess of forty (40) hours in any workweek;
(c) All work performed before or after any scheduled work shift;
(d) All work performed on Saturday shall be at one and one-half times the regular rate
of pay;
(e) Double time shall be paid for all work on Sunday;
12
(f) No employee shall be required to work more than sixteen (16) consecutive hours;
(g) There shall be no overtime on overtime (pyramiding of overtime).
Section 11.2. Overtime Pay - Transit Employees. Transit employees shall be paid time
and one-half (1 ½) the employee’s hourly rate of pay for all hours worked in excess of eight (8)
hours and for work on Saturday providing that the employee has already exceeded the normal forty
(40) hour work week and double time shall be paid for all work on Sunday, providing the employee
has already exceeded the normal forty (40) hour work week.
Section 11.3. Overtime Pay – Emergency Communications Employees. Emergency
Communications employees working a twelve (12) hour shift shall be paid time and one-half (1
½) the employee’s hourly rate of pay for all hours worked in excess of twelve (12) hours per day.
It is understood that Emergency Communications Employees working a twelve (12) hour
shift schedule will be working thirty-six (36) hours one week and forty-eight (48) hours the other
during a two-week period. Unless mandated to work additional hours, the first four (4) hours
worked during the thirty-six (36) hour week will be paid a straight time.
Section 11.4. Overtime Pay - Water Quality Collection and Maintenance. Water
Quality Collection and Maintenance employees shall be paid time and one-half (1 ½) the
employee's hourly rate for all work in excess of forty (40) hours in any work week. In the event
of a declared emergency, all hours worked beyond the employee's scheduled shift shall be paid at
the rate of time and one-half (1 ½) the employee's hourly rate. In the event that an employee is
called back due to an emergency, all work shall be paid at the rate of time and one-half (1 ½) the
employee's hourly rate. Pyramiding of pay is not permitted.
Section 11.5. Equal Distribution of Overtime. Overtime work shall be distributed
equally to Highway Department employees working within the same classification in each district.
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Overtime shall be distributed equally to the Solid Waste Department employees within the same
classification. Overtime work shall be distributed equally to Transportation, Emergency
Communications, and Water Quality Collection and Maintenance employees working within the
same classification to the extent practical. The distribution of overtime shall be equalized over a
six (6) month period beginning on the first day of the calendar month following the effective date
of this MOU or on the first day of any calendar month this MOU becomes effective. On each
occasion, the opportunity to work overtime shall be offered to the employee within the job
classification who has the least number of overtime hours to his or her credit at that time. If this
employee does not accept the assignment, the employee with the next fewest number of overtime
hours to his or her credit shall be offered the assignment. This procedure shall be followed until
the required employees have been selected for the overtime work. A record of the overtime hours
worked by each employee shall be posted to the department bulletin board quarterly. It is the offer
to an employee of overtime work, rather than the employee actually engaging in overtime work,
which shall be considered by the County when implementing equal distribution of overtime work.
The County will not require an employee to work in excess of sixteen (16) consecutive hours
without the employee's permission.
Section 11.6. Overtime. Overtime work shall be voluntary except in an emergency
situation. For the Highway Department and Solid Waste Department employees, an "emergency
situation" is defined as one which requires immediate attention by County personnel, and which
creates a hazardous condition for the public, including but not limited to snow removal, flood or
storm damage. An "emergency situation" for Transit employees is defined as one that requires the
immediate participation by County personnel in the provision of transit service. An "emergency
situation" for Emergency Communications personnel is defined as an ongoing emergency situation
14
that may affect public safety or a condition that requires the immediate participation by Emergency
Communications personnel in the provision of emergency dispatch services. Emergency situation
determinations will be made by the respective Division Director or Department Head. There shall
be no discrimination against any employee who declines to work overtime in non-emergency
situations, except with respect to Section 11.5 and the equal distribution of overtime work. The
County shall make a reasonable effort to solicit qualified volunteers on site before requiring an
employee to work overtime.
ARTICLE 12 - HOURS OF WORK AND WAGES
Section 12.1. Regular Hours. The regular hours of work each day shall be consecutive,
except as necessary to satisfy route-scheduling needs of the County with respect to bus drivers.
Section 12.2. Work Week - Highway and Solid Waste Departments. The workweek
shall consist of five (5) consecutive eight (8) hour days, Monday to Friday, inclusive, except for
employees in "task" assignments. The workweek for Solid Waste Department employees shall
consist of six (6) consecutive eight (8) hour days, Monday to Saturday, inclusive.
Beginning the first full pay period that includes April 1st and ending the last full pay period
that includes October 31st, the Highway Department work week shall consist of four (4) ten (10)
hour days, Monday through Thursday, inclusive. The hours of work on this schedule shall be 6:00
a.m. to 4:00 p.m. For all other times throughout the year, the workweek shall be Monday through
Friday, inclusive. The workday shall be eight (8) consecutive hours from 7:00 a.m. to 3:00 p.m.
Work schedules for Solid Waste Department employees shall be arranged on a two (2)
month basis so that each employee will have the option of having three (3) Saturdays off per month
subject to the availability of adequate staffing as determined by the County. No pay shall be
received for the Saturday off. Regardless of Seniority, an employee who requests paid leave for a
15
Saturday will be given preference over an employee requesting unpaid leave. Once the employee
exercises his or her option to take off a particular Saturday, the employee must take off that
Saturday unless a trade is arranged with another employee and approved in advance by the County.
The number of employees granted a No Pay Saturday shall be as follows:
Two (2) Operators
One (1) Mechanic
One (1) Weigh Clerk
Saturdays after a scheduled Friday holiday or before a scheduled Monday holiday are not
eligible for a No Pay Saturday. The schedule for No Pays will be offered to employees on a
rotating basis, not based on Seniority.
Section 12.3. Work Week - Transit and Emergency Communications Departments.
The County will make a reasonable effort to schedule all full-time Transit Department employees
in the bargaining unit for a forty (40) hour workweek. The County will schedule all full-time
Emergency Communications Center employees in the bargaining unit for a forty-two (42) hour
workweek.
Emergency Communications Employees working a twelve (12) hour shift schedule will be
scheduled to work eighty-four (84) hours in a two-week period. The employee will work thirty-
six (36) hours one week and forty-eight (48) hours the other during a two (2) week period.
Employees working a twenty-four (24) hour shift schedule will be scheduled to work a standard
schedule of a minimum of seventy-two (72) hours in a pay period and a maximum of ninety-six
(96) hours in a pay period.
Section 12.4. Hours Worked - Transit Department. All hourly employees will be
compensated for all hours worked. As a general rule, the term "Hours worked" includes:
16
A. All time which an employee is required to be on duty or to be on the
County premises or at a prescribed workplace.
B. Scheduled waiting time (stand-by or layover) when the employee has not
been completely relieved from duty on behalf of the County. A break in time (holdover) of
two (2) hours or less between two assignments or pieces of work will be considered as
work time.
C. Travel time when an employee is relieved at a point other than his or her
starting point and is required to return to starting point.
D. The hours for the Transit Department shop shall be eight (8) consecutive
hours Monday through Saturday, inclusive, with the regular workweek not to exceed forty
(40) hours per week.
Section 12.5. Workday. Eight (8) consecutive hours of work within the twenty-four (24)
hour period beginning at midnight shall constitute the regular workday, except for ten (10)
consecutive hours of work for Highway employees as noted in Section 12.2, twelve (12) or twenty-
four (24) consecutive hours of work for Emergency Communications Employees working a twelve
(12) or twenty-four (24) hour schedules as noted in Section 12.3, and the scheduling of drivers and
dispatchers as noted in Section 12.4.
Section 12.6. Work Shift. Eight (8) consecutive hours of work shall constitute a work
shift except as otherwise provided for by this MOU. All employees shall be scheduled to work on
a regular work shift, and each work shift shall have a regular starting and quitting time. A Water
Quality Collection and Maintenance employee who is scheduled to work after his/her scheduled
working hours for fill-in purposes shall receive a night shift differential for second (2nd) shift in
percentages determined by County policy.
17
Section 12.7. Work Schedule - Highway and Solid Waste Department. Work schedules
showing the employee's shifts, workdays, and hours shall be posted on all department bulletin
boards at all times. Except for emergency situations, departmental work schedules shall not be
changed unless the Union and the County mutually agree upon the changes.
During emergency operations, and notwithstanding any language to the contrary in Section
12.2 of this MOU, Highway Department employees conducting emergency operations shall be
required to work 12-hour shifts at the sole discretion of the County. Highway Department
employees conducting emergency operations during these 12-hour shifts initiated at the sole
discretion of the County shall be compensated at their regular rate of pay for the first 8 hours of
their 12-hour shift and shall be compensated at a rate of double time for the remaining 4 hours of
the shift. To the extent that Section 11.1 of this MOU would in any particular instance provide for
a greater rate of pay for Highway Department employees conducting emergency operations,
Section 11.1 and not this Section of this MOU shall govern the rate of pay for such employees.
Section 12.8. Work Schedule - Transit Department. The County will make a reasonable
effort to schedule a workweek as consecutive days.
Section 12.9. Work Schedule - Emergency Communications Center.
Emergency Communications employees working a twelve (12) hour shift schedule(s) will
be scheduled to work eighty-four (84) hours in a two-week period. The employee will work thirty-
six (36) hours one week and forty-eight (48) hours the other with rotating days off. Emergency
Communications employees working a twenty-four (24) hour shift schedule will be scheduled to
work a standard schedule of a minimum of seventy-two (72) hours in a pay period and a maximum
of ninety-six (96) hours in a pay period. Work schedules showing the employee's shift, workdays
and hours shall be determined and posted monthly. Except for emergency situations, departmental
18
work schedules shall not be changed. There will be no shift swapping between employees unless
advance prior approval is received from the Department Head.
Section 12.10. Wages. The regular rate of pay per hour for each job classification shall be
as provided in the attached compensation schedule, which is attached hereto as Exhibit A and made
a part of this MOU. Employees shall receive any increases adopted by the County applicable to
their positions in the County Classification Schedule as part of the County's classification and
compensation plan during the term of this MOU.
Section 12.11. Overtime for Call-Outs. When an employee is called in to work before
or more than 2 hours after their regularly scheduled hours, they shall be compensated at the
minimum of two (2) hours at the pay rate of one and one-half (1½) or two (2) times their current
hourly wage, depending on the day. On an unscheduled day, a call-out shall be paid at a minimum
of two (2) hours as outlined in Article 11, Section 11.5.
Water Quality Collections employees shall be paid an additional $20 for each weekday and
$40 for each weekend day or Holiday designated in Article 24 that they are required to be on-call.
For purposes of this Agreement, “on-call” means an employee is required by management to be
available for immediate response to work during hours they are otherwise not scheduled to work.
ARTICLE 13 - SAFETY AND HEALTH
Section 13.1. Safe Working Conditions. The County and the Union shall cooperate in
the enforcement of safety. Should an employee feel that his or her work requires him or her to be
in unsafe or unhealthy situations, the Department Head or designee shall consider the matter
immediately. If the matter is not adjusted satisfactorily, the matter will be processed according to
the grievance procedure but will not delay the implementation of the County's decision, provided
the County has made reasonable efforts to resolve the employee's concerns.
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Section 13.2. Preventive Maintenance. The County agrees to establish a system for the
early detection of potential mechanical failure of equipment for the purpose of preventive
maintenance. All employees shall abide by established safety rules and procedures.
Section 13.3. Snow Removal. There shall be one (1) person in a truck during snow
removal operations, as well as snow clean-up/plow back operations.
Section 13.4. Contagious Diseases. All Solid Waste employees, as well as other
employees, exposed to potentially contagious diseases, shall receive the appropriate preventive
immunization annually or as prescribed by law or regulation.
Section 13.5. Air Quality Testing. The County will conduct annual air quality test in the
Fire & Rescue Communications Center, at no cost to the employees, and will provide the results
within ten (10) working days of the test.
Section 13.6. Hearing Examinations. The County will conduct mandatory hearing tests
on an annual basis for all Emergency Communications personnel, at no cost to the employees, and
will provide the individual results to each employee within ten (10) working days of the test.
Section 13.7. Protective Clothing and Equipment. The County agrees to furnish such
personal protective clothing and equipment as may be required by law, in addition to any other
clothing or equipment that the County, in its discretion, deems necessary and appropriate, or as
otherwise contained in this MOU.
Section 13.8. Uniforms. The County agrees to furnish the following:
(1)Adequate rain gear and gloves to all employees required to work outside in adverse
weather conditions when necessary;
(2)All employees shall be provided with uniforms;
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(3) All tools and equipment shall be provided as deemed necessary by the County to
Highway, Solid Waste Department, Water Quality, Maintenance and Collections, Emergency
Communications Center and Transit personnel only;
(4) The following uniforms will be provided by the County every two (2) weeks:
A. HIGHWAYS: (MEO II and III, Sign Shop and Laborers)
- Eleven (11) pairs of pants (Jeans, Cargo or Utility) and fourteen (14)
shirts
B. HIGHWAYS: (Auto Services Specialist, Painter and Welder)
- Eleven (11) pairs of pants (Jeans, Cargo or Utility), eleven (11)
shirts, and two (2) coveralls
C. SOLID WASTE:
- Thirteen (13) pairs of pants (Jeans, Cargo or Utility), thirteen (13)
shirts, and two (2) coveralls
D. TRANSIT: (Bus/Van operators)
- Five (5) pairs of pants (Jeans, Cargo or Utility) and five (5) shirts
E. TRANSIT: (Mechanics)
- Eleven (11) pairs of pants, eleven (11) shirts, and two (2) jackets
F. WATER QUALITY: (Maintenance and Collections)
- Eleven (11) pairs of pants (Jeans, Cargo or Utility), eleven (11)
shirts, two (2) jackets, and two (2) coveralls.
The County will make every effort to secure a uniform provider who offers blue
jean, cargo and light weight style pants to employees.
The following uniforms will be provided by the County every twenty-four (24)
months:
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A. HIGHWAYS:
- One (1) fluorescent green winter coat
B. SOLID WASTE:
- One (1) fluorescent green winter coat in place of the annual
provision of “bib” overalls
C. TRANSIT: (Mechanics)
- One (1) fluorescent green winter coat
D. WATER QUALITY: (Maintenance and Collections)
- One (1) fluorescent green winter coat.
Ten (10) fluorescent green tee shirts, with the county design, will be offered, in
addition to the rental shirts, to Highways, Solid Waste and Water Quality
(Maintenance and Collections).
Five (5) black tee shirts, with the county design, will be offered, in addition to the
rental shirts, to Transit mechanics.
(5) Emergency Communications employees will be provided uniforms in accordance
with current Emergency Communications policy (budget permitting);
(6) In all previous items 1 through 5, all glove and clothing articles listed must be
returned to the County prior to issue of new articles in exchange;
(7) The County will reimburse employees up to $125 each fiscal year for the purchase
of County-approved work boots. Transit Drivers may purchase shoes that comply with
Department policy instead of work boots and be reimbursed up to $125. The Department Manager
may authorize boot replacements more frequently than once per fiscal year given extenuating
circumstances;
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(8) Employees who request County-provided uniforms, as listed in section 4 above, are
required to wear said uniform while working.
Section 13.9. Training Courses. The County will provide employees, at no cost to the
employee, the opportunity to attend required training courses that are job related and are required
to maintain State certifications or employment requirements, all as determined solely by the
County.
ARTICLE 14 - SAVINGS CLAUSE
Section 14.1. Invalid, Unlawful, Unenforceable Provisions. In the event any Article,
Section or portion of this MOU should be held invalid and unenforceable by any Court of
competent jurisdiction, such decision shall apply only to the specific article, section or portion
thereof specified in the Court's decision; and upon issuance of such a decision, the County and the
Union agree to immediately negotiate a substitute for the invalidated Article, Section or portion
thereof, pursuant to such Court decision to the extent possible.
ARTICLE 15 - MEAL PERIODS
Section 15.1. Lunch Period. Highway Department, Solid Waste Department, Water
Quality (Collections and Maintenance) and Transit Shop and Driver employees shall be granted a
thirty (30) minute lunch period with pay as part of the regular workday. For Transit Drivers, the
paid lunch period will range between thirty (30) and sixty (60) minutes, depending upon the route
and as determined by management. Emergency Communications Center employees will be
allowed to take lunch away from the work area; however, they may not leave the Emergency
Communications Center Complex. Employees in the Emergency Communications Center who
are scheduled to work a twelve (12) hour shift shall be granted one thirty (30) minute paid lunch
period per shift. Employees in the Emergency Communications Center who are scheduled to work
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a twenty-four (24) hour shift shall be granted two thirty (30) minute paid lunch period per shift.
The Director of Emergency Communications retains the right to cancel a lunch period due to
operational needs.
Section 15.2. County-Provided Meals. The County shall furnish a meal to any employee
who is requested to and does actually work two (2) hours prior to or beyond his or her regularly
scheduled shift and two (2) hours after call out. If an employee is held over for more than two (2)
hours after the scheduled end of their shift, they shall be furnished a meal every four (4) hours
thereafter. Additionally, employees who are called in early to perform duties related to a severe
weather event (i.e., snow, flood, tornado, etc.) or an emergency declared by a County Department
Head (i.e., water main break, train derailment, etc.) and are unable to return home prior to the start
of their regularly scheduled start time shall be furnished a meal every four (4) hours while engaged
in such duties. In the event the County is unable to furnish meals, the employees shall be granted
time to eat, not to exceed thirty (30) minutes on the clock. The thirty (30) minutes on the clock
will be granted only if the employee is working for over two (2) hours after the regularly scheduled
shift, and only after working over four (4) hour increments thereafter. The County shall
compensate the employee for the cost of the meal at a rate of $15.00 per meal. This section shall
not apply to employees working in the Emergency Communications Center.
ARTICLE 16 - MILITARY LEAVE
Section 16.1. Pay Benefits for Military Leave. Military leave will be granted to
employees who perform duty, voluntarily or involuntarily, in the uniformed services as outlined
in the Uniformed Services Employment and Reemployment Rights Act (USERRA).
Compensation and benefits will be afforded to the employee as outlined in County Policy PR-9,
County Employees as Reservists or Active Duty Military Personnel.
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ARTICLE 17 - SICK LEAVE BONUS
Section 17.1. Sick Leave Bonus. In an effort to reward those employees who sparingly
use their sick leave, the County will, at the end of every fiscal year, pay employees for up to three
(3) days of pay not to exceed $90.00 per day* during the term of this MOU under the following
conditions.
If any employee goes through the twelve (12) month period of the fiscal payroll year (from
the first pay end of the fiscal payroll year to the last pay end of the fiscal payroll year) without
using any sick leave, the County will pay a three (3) day bonus to that employee, not to exceed a
maximum payment of $90.00 per day during each year of this MOU. If an employee uses one (1)
day sick leave, that employee will receive a two (2) day bonus, not to exceed the daily maximum,
and if the employee uses two (2) days sick leave, that employee will receive a one (1) day bonus,
not to exceed the daily maximum. Use of three (3) days sick leave or more during any fiscal year
will warrant no sick leave bonus.
*An employee using no sick leave for three and four consecutive years will receive a four
(4) day bonus, not to exceed a maximum payment of $90.00 per day during the term of this MOU.
An employee using no sick leave for five (5) or more consecutive years will receive a five (5) day
bonus not to exceed a maximum payment of $90.00 per day during the term of this MOU.
If an employee uses sick leave due to a work-related injury/illness or must visit a physician
at the direction of the County due to a past work-related injury/illness, the time used will not
adversely affect the sick leave bonus described in this Article. Furthermore, sick leave used for
bereavement purposes, as referenced in Article 10 (24 hours maximum) will not adversely affect
sick leave bonus described in this Article. Any employee that receives a bonus at the end of the
fiscal year will not be subject to any applicable deduction from the accumulated sick leave totals.
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All new employees hired during the course of the fiscal year will receive sick leave buy-
back benefits on a pro-rated basis. The County will calculate the benefit due to the new employee
by using only the specific period of time that the employee could have actually used sick leave.
For example, a new employee hired effective October 1, would have nine (9) full months of county
service as of July 1 of the following year. However, during the first three (3) months of the
individual's employment, sick leave benefits were not available. Therefore, the individual would
not receive nine-twelfths (9/12) of the total benefit but would instead receive six-twelfths (6/12)
of the benefit due. 6/12 x 3 days (assuming no sick leave used) equals 11/2 days of pay due, not to
exceed $90.00 per day during the term of this MOU.
ARTICLE 18 - RETIREMENT COMMITTEE
Section 18.1. A committee of eight (8) persons minimum, four (4) of whom shall be
designated by the Union, will meet once annually during the term of this MOU to review the
County's Retirement Plan and make recommendations to the County with regard thereto.
ARTICLE 19 - SCOPE
Section 19.1. The parties acknowledge and agree that during the negotiations that resulted
in this MOU, each had the unlimited right and opportunity to make demands and proposals with
respect to any mandatory subject or matter included by law within the area of collective bargaining,
and that all the understandings and agreements arrived at by the parties after the exercise of that
right and opportunity are set forth in this MOU. This MOU expressly supersedes any practices,
understandings, and agreements not specifically provided for and incorporated in this MOU.
Therefore, the County and the Union, for the life of this MOU, each voluntarily and unqualifiedly
waives the right to require further collective bargaining, and each agrees that the other shall not be
obligated to bargain collectively with respect to any matter or subject not specifically referred to
26
or covered in this MOU, whether or not such matters have been discussed, and even though such
subjects or matters may not have been within the knowledge or contemplation of either or both
parties at the time they negotiated or signed this MOU. This MOU thus contains the entire
understanding, undertaking, and agreement of the parties to it and finally determines and settles
all matters of collective bargaining for and during its term. Changes in this MOU, whether by
additions, waivers, deletion, amendments, or modification, must be mutually agreed upon in a
writing signed by both parties.
ARTICLE 20 - WAGES
Section 20.1. During the term of this MOU, wages of employees covered by this MOU
will increase as set forth in Section 20.2. In this respect, employees covered by this MOU who
are not fully meeting expectations under the County performance management systems then in
place shall not be entitled to the wage increases set forth in this section. Such employees may
receive lesser increases or none at all at the discretion of the County under the classification,
compensation and all performance management systems then in place.
Section 20.2. Wages for FY2024 will be adjusted in accordance with the Wage Scale
attached as Exhibit B effective July 8, 2023.
Bargaining unit employees shall receive a cost-of-living adjustment (“COLA”) in FY 2025
and FY2026 if other County employees (exclusive of employees in the Washington County
Sheriff’s Office) receive a COLA. In the event that other County employees receive a COLA in
FY2025 and/or FY2026, employees covered by this Agreement shall receive an equivalent COLA
at the same time that other County employees receive their COLA.
Bargaining unit employees who are eligible to receive a step increase shall receive a step
increase in FY2025 and FY2026 if other County employees (exclusive of employees in the
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Washington County Sheriff’s Office) receive a step increase in FY2025 and/or FY2026. In the
event that other County employees receive a step increase in FY2025 and/or FY2026, employees
covered by this Agreement shall receive an equivalent step increase.
New employees hired into bargaining unit positions shall be hired at the Step 1 rate, except
when the employee’s prior experience or rate of pay require that they start at a higher step. No
employee may be hired at a rate higher than Step 1 without the prior approval of the Director of
Human Resources. When a bargaining unit employee advances one grade, the employee will not
move to a lower step on the pay scale.
Section 20.3. Wage Schedule. The County's current wage schedule will be provided in
Exhibit A as called for in Article 12, Section 12.10.
ARTICLE 21 - TELEPHONE ACCESS
Section 21.1. Emergency Communications employees will have access to a telephone that
is not recorded for the purpose of making local calls only.
ARTICLE 22 - POSTING OF JOB OPENINGS INTERNALLY
Section 22.1. Consistent with the terms of the March 10, 2021 letter attached as Exhibit
C, job openings within the bargaining unit will be posted or advertised internally within County
Government at the same time they are advertised outside if County government. Current employees
who meet the qualifications of the position and have demonstrated they can perform said job, will
be given preference over external candidates. The County retains the right to hire the internal or
external applicant who it considers to be the most qualified candidate for the job.
ARTICLE 23 - VACATION
Section 23.1 The amount of paid vacation time to which each bargaining unit employee
is entitled to each year depends on the employee's length of service with the County. Each
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employee should consult with his/her supervisor each year concerning the time that employee's
vacation will be scheduled. Every effort will be made to accommodate the request of an individual
employee. The needs of the County and the balancing of work schedules, however, take
precedence over any vacation request. If a department head cannot accommodate all employees
when two or more employees request overlapping vacations, the requests will be granted on the
basis of seniority. Vacation is a benefit given to you by the County and may be denied should the
situation warrant.
As a rule, additional monetary payment will not be given in lieu of vacation, which is not
taken. Although an employee's vacation time allowed will begin to accrue during his/her first
month of employment, any employee may not take vacation until six months of employment has
been completed. Employees who terminate prior to the completion of six months of employment
are not entitled to vacation pay; after an employee's first six months of employment, he/she will
be eligible for vacation pay for unused vacation if he/she terminates.
Vacation carry-over will be on a calendar year basis, running from January 1 to December
31. Years of service for purposes of accrual of vacation are based on the actual time in County
employment, computed from anniversary date. Earned vacation time will be accrued as follows,
according to the anniversary date of service.
Years of Service Rate of Accrual Per Week
Worked
Max. Carry Over at End
of the Calendar year
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Vacation is earned by actively being at work. Any employee that is absent from work for
more than ninety (90) consecutive calendar days because of workers compensation leave will have
his/her vacation accruals stopped and will not begin accruing vacation benefits until they return to
work.
Employees on workers compensation will be permitted to carry up to 250 hours of vacation
leave into the next calendar year and afforded the opportunity to use said leave when returning to
active status.
ARTICLE 24 - HOLIDAYS
The following days shall be holidays with pay: New Year’s Day, Martin Luther King’s
Birthday, Presidents Day, Good Friday, Memorial Day, Juneteenth, the 4th of July, Labor Day,
Veteran’s Day, Thanksgiving Day, the day after Thanksgiving, Christmas Eve, Christmas Day and
New Year’s Eve. Pay for these holidays shall be referred to as Holiday Pay. The County
Commissioners or County staff may grant additional holiday leave, in their sole discretion.
Employees who are required to work on any designated County Holiday will be
compensated, at the rate of time and one half (1½), for all hours worked in addition to receiving
the Holiday Pay. Alternatively, an Employee (other than Employees in the Emergency
Communications Center) may elect to take a “floating holiday” in lieu of receiving Holiday Pay.
The Employee may choose the date of the floating holiday, provided that they give their supervisor
at least two (2) weeks advance notice of the request to take the day off and subject to the County’s
right to deny the request if it believes the Employee’s absence will cause an operational disruption.
ARTICLE 25 - DURATION, CHANGE, OR AMENDMENT
Section 25.1. This MOU shall be effective as of July 1, 2023, and shall remain in full force
and effect until June 30, 2026. This MOU supersedes and replaces all prior agreements between
30
the parties. This MOU shall be automatically renewed from year to year thereafter unless either
party shall give the other party written notice of a desire to terminate, modify or amend this MOU.
Such notice shall be given to the other party by registered or certified mail sixty (60) days prior to
March 1 of the year involved.
Section 25.2. While in full force and until its effective date, this MOU shall have available
a standard reopening clause should it become necessary to modify or amend specific items directly
associated with the Department of Emergency Communications merger or reorganization.
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EXHIBIT A
The Board of County Commissioners in December 2007 addressed wage concerns for the future
by adopting the recommendation of the Salary Review Committee. The annual and hourly rates
of pay for each classification are attached and made part of this MOU as called for in Article 12,
Section 12.10
County Policy PR-18 and Policy PR-19, both revised in January 2008, further explain a merit
increase based on performance. They further discuss the new Performance Evaluation System.
Briefly, the Commissioners beginning in July 2009 may propose a general wage increase of one
step for all employees. They further may propose to add a Cost-of-Living Adjustment (COLA).
Also, based on each employee's performance review, they may permit a bonus of up to $1,000 for
those rated Outstanding. This bonus will be paid in a separate check after July 1 and is subject to
withholding. This bonus does not become part of the base wage.
9/19/2023
FY24 WCC Salary Scale (Union Negotiated) FINAL
GRADE 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
COLA
Base + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5%
22 116,438 119,350 122,325 125,382 128,523 131,726 135,013 138,382 141,835 145,371 149,011 152,734 156,562 160,472 164,486 168,605 172,827 177,154 181,584 186,118
55.98 57.38 58.81 60.28 61.79 63.33 64.91 66.53 68.19 69.89 71.64 73.43 75.27 77.15 79.08 81.06 83.09 85.17 87.30 89.48
21 107,786 110,490 113,256 116,085 118,997 121,971 125,029 128,149 131,352 134,638 138,008 141,461 144,997 148,616 152,339 156,146 160,056 164,050 168,147 172,349
51.82 53.12 54.45 55.81 57.21 58.64 60.11 61.61 63.15 64.73 66.35 68.01 69.71 71.45 73.24 75.07 76.95 78.87 80.84 82.86
20 99,819 102,315 104,874 107,494 110,178 112,923 115,752 118,643 121,618 124,654 127,774 130,978 134,243 137,592 141,024 144,560 148,179 151,882 155,688 159,578
47.99 49.19 50.42 51.68 52.97 54.29 55.65 57.04 58.47 59.93 61.43 62.97 64.54 66.15 67.80 69.50 71.24 73.02 74.85 76.72
19 92,435 94,744 97,115 99,549 102,045 104,603 107,224 109,907 112,653 115,461 118,352 121,306 124,342 127,442 130,624 133,890 137,238 140,670 144,186 147,784
44.44 45.55 46.69 47.86 49.06 50.29 51.55 52.84 54.16 55.51 56.90 58.32 59.78 61.27 62.80 64.37 65.98 67.63 69.32 71.05
18 85,550 87,693 89,877 92,123 94,432 96,803 99,216 101,691 104,229 106,829 109,491 112,237 115,045 117,915 120,869 123,885 126,984 130,166 133,411 136,739
41.13 42.16 43.21 44.29 45.40 46.54 47.70 48.89 50.11 51.36 52.64 53.96 55.31 56.69 58.11 59.56 61.05 62.58 64.14 65.74
17 79,227 81,203 83,242 85,322 87,464 89,648 91,894 94,182 96,533 98,946 101,421 103,958 106,558 109,221 111,946 114,754 117,624 120,557 123,573 126,672
38.09 39.04 40.02 41.02 42.05 43.10 44.18 45.28 46.41 47.57 48.76 49.98 51.23 52.51 53.82 55.17 56.55 57.96 59.41 60.90
16 73,382 75,213 77,085 79,019 80,995 83,013 85,093 87,214 89,398 91,624 93,912 96,262 98,675 101,150 103,688 106,288 108,950 111,675 114,462 117,333
35.28 36.16 37.06 37.99 38.94 39.91 40.91 41.93 42.98 44.05 45.15 46.28 47.44 48.63 49.85 51.10 52.38 53.69 55.03 56.41
15 67,954 69,659 71,406 73,195 75,026 76,898 78,811 80,787 82,805 84,885 87,006 89,190 91,416 93,704 96,054 98,446 100,901 103,418 105,997 108,638
32.67 33.49 34.33 35.19 36.07 36.97 37.89 38.84 39.81 40.81 41.83 42.88 43.95 45.05 46.18 47.33 48.51 49.72 50.96 52.23
14 62,920 64,501 66,123 67,766 69,451 71,178 72,966 74,797 76,669 78,582 80,538 82,555 84,614 86,736 88,899 91,125 93,413 95,742 98,134 100,589
30.25 31.01 31.79 32.58 33.39 34.22 35.08 35.96 36.86 37.78 38.72 39.69 40.68 41.70 42.74 43.81 44.91 46.03 47.18 48.36
13 58,261 59,717 61,214 62,754 64,314 65,915 67,558 69,243 70,970 72,738 74,547 76,419 78,333 80,288 82,306 84,365 86,466 88,629 90,854 93,122
28.01 28.71 29.43 30.17 30.92 31.69 32.48 33.29 34.12 34.97 35.84 36.74 37.66 38.60 39.57 40.56 41.57 42.61 43.68 44.77
12 54,080 55,432 56,826 58,240 59,696 61,194 62,733 64,293 65,894 67,538 69,222 70,949 72,717 74,526 76,398 78,312 80,267 82,264 84,323 86,424
26.00 26.65 27.32 28.00 28.70 29.42 30.16 30.91 31.68 32.47 33.28 34.11 34.96 35.83 36.73 37.65 38.59 39.55 40.54 41.55
11 50,544 51,813 53,102 54,434 55,786 57,179 58,614 60,070 61,568 63,107 64,688 66,310 67,974 69,680 71,427 73,216 75,046 76,918 78,832 80,808
24.30 24.91 25.53 26.17 26.82 27.49 28.18 28.88 29.60 30.34 31.10 31.88 32.68 33.50 34.34 35.20 36.08 36.98 37.90 38.85
10 47,674 48,859 50,086 51,334 52,624 53,934 55,286 56,659 58,074 59,530 61,027 62,546 64,106 65,707 67,350 69,035 70,762 72,530 74,339 76,190
22.92 23.49 24.08 24.68 25.30 25.93 26.58 27.24 27.92 28.62 29.34 30.07 30.82 31.59 32.38 33.19 34.02 34.87 35.74 36.63
9 44,990 46,114 47,258 48,443 49,650 50,898 52,166 53,477 54,808 56,181 57,595 59,030 60,507 62,026 63,586 65,166 66,789 68,453 70,158 71,906
21.63 22.17 22.72 23.29 23.87 24.47 25.08 25.71 26.35 27.01 27.69 28.38 29.09 29.82 30.57 31.33 32.11 32.91 33.73 34.57
8 42,432 43,493 44,574 45,698 46,842 48,006 49,213 50,440 51,709 52,998 54,330 55,682 57,075 58,510 59,966 61,464 63,003 64,584 66,206 67,870
20.40 20.91 21.43 21.97 22.52 23.08 23.66 24.25 24.86 25.48 26.12 26.77 27.44 28.13 28.83 29.55 30.29 31.05 31.83 32.63
7 40,040 41,038 42,058 43,118 44,200 45,302 46,426 47,590 48,776 50,003 51,251 52,541 53,851 55,203 56,576 57,990 59,446 60,923 62,442 64,002
19.25 19.73 20.22 20.73 21.25 21.78 22.32 22.88 23.45 24.04 24.64 25.26 25.89 26.54 27.20 27.88 28.58 29.29 30.02 30.77
6 37,773 38,709 39,686 40,685 41,704 42,744 43,805 44,907 46,030 47,174 48,360 49,566 50,814 52,083 53,394 54,725 56,098 57,491 58,926 60,403
18.16 18.61 19.08 19.56 20.05 20.55 21.06 21.59 22.13 22.68 23.25 23.83 24.43 25.04 25.67 26.31 26.97 27.64 28.33 29.04
5 35,963 36,858 37,773 38,709 39,686 40,685 41,704 42,744 43,805 44,907 46,030 47,174 48,360 49,566 50,814 52,083 53,394 54,725 56,098 57,491
17.29 17.72 18.16 18.61 19.08 19.56 20.05 20.55 21.06 21.59 22.13 22.68 23.25 23.83 24.43 25.04 25.67 26.31 26.97 27.64
4 34,590 35,464 36,358 37,274 38,210 39,166 40,144 41,142 42,162 43,222 44,304 45,406 46,550 47,715 48,901 50,128 51,376 52,666 53,976 55,328
16.63 17.05 17.48 17.92 18.37 18.83 19.30 19.78 20.27 20.78 21.30 21.83 22.38 22.94 23.51 24.10 24.70 25.32 25.95 26.60
3 33,259 34,091 34,944 35,818 36,712 37,627 38,563 39,520 40,518 41,538 42,578 43,638 44,720 45,843 46,987 48,152 49,358 50,586 51,854 53,144
15.99 16.39 16.80 17.22 17.65 18.09 18.54 19.00 19.48 19.97 20.47 20.98 21.50 22.04 22.59 23.15 23.73 24.32 24.93 25.55
2 32,136 32,947 33,779 34,632 35,506 36,400 37,315 38,251 39,208 40,186 41,184 42,224 43,285 44,366 45,469 46,613 47,778 48,963 50,190 51,438
15.45 15.84 16.24 16.65 17.07 17.50 17.94 18.39 18.85 19.32 19.80 20.30 20.81 21.33 21.86 22.41 22.97 23.54 24.13 24.73
1 31,200 31,990 32,781 33,592 34,424 35,277 36,150 37,045 37,981 38,938 39,915 40,914 41,933 42,973 44,054 45,157 46,280 47,445 48,630 49,837
15.00 15.38 15.76 16.15 16.55 16.96 17.38 17.81 18.26 18.72 19.19 19.67 20.16 20.66 21.18 21.71 22.25 22.81 23.38 23.96
Washington County Government
7/8/2023
STEP
1 of 2
9/19/2023
FY24 WCC Salary Scale (Union Negotiated) FINAL
GRADE
22
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Washington County Government
7/8/2023
21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40
14
+ 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5% + 2.5%
190,778 195,541 200,429 205,442 210,579 215,842 221,229 226,762 232,440 238,243 244,192 250,307 256,568 262,974 269,547 276,286 283,192 290,264 297,523 304,970
91.72 94.01 96.36 98.77 101.24 103.77 106.36 109.02 111.75 114.54 117.40 120.34 123.35 126.43 129.59 132.83 136.15 139.55 143.04 146.62
176,654 181,064 185,598 190,237 195,000 199,867 204,859 209,976 215,218 220,605 226,117 231,774 237,578 243,526 249,621 255,861 262,267 268,819 275,538 282,422
84.93 87.05 89.23 91.46 93.75 96.09 98.49 100.95 103.47 106.06 108.71 111.43 114.22 117.08 120.01 123.01 126.09 129.24 132.47 135.78
163,571 167,669 171,870 176,176 180,586 185,099 189,717 194,459 199,326 204,318 209,435 214,677 220,043 225,534 231,171 236,954 242,882 248,955 255,174 261,560
78.64 80.61 82.63 84.70 86.82 88.99 91.21 93.49 95.83 98.23 100.69 103.21 105.79 108.43 111.14 113.92 116.77 119.69 122.68 125.75
151,486 155,272 159,162 163,134 167,211 171,392 175,677 180,066 184,558 189,176 193,898 198,744 203,715 208,811 214,032 219,378 224,869 230,485 236,246 242,154
72.83 74.65 76.52 78.43 80.39 82.40 84.46 86.57 88.73 90.95 93.22 95.55 97.94 100.39 102.90 105.47 108.11 110.81 113.58 116.42
140,150 143,645 147,243 150,925 154,690 158,558 162,531 166,587 170,747 175,011 179,379 183,872 188,469 193,190 198,016 202,966 208,042 213,242 218,566 224,037
67.38 69.06 70.79 72.56 74.37 76.23 78.14 80.09 82.09 84.14 86.24 88.40 90.61 92.88 95.20 97.58 100.02 102.52 105.08 107.71
129,834 133,078 136,406 139,818 143,312 146,890 150,571 154,336 158,205 162,157 166,213 170,373 174,637 179,005 183,477 188,074 192,774 197,600 202,550 207,605
62.42 63.98 65.58 67.22 68.90 70.62 72.39 74.20 76.06 77.96 79.91 81.91 83.96 86.06 88.21 90.42 92.68 95.00 97.38 99.81
120,266 123,282 126,360 129,522 132,766 136,094 139,506 143,000 146,578 150,238 154,003 157,851 161,803 165,838 169,978 174,221 178,568 183,040 187,616 192,317
57.82 59.27 60.75 62.27 63.83 65.43 67.07 68.75 70.47 72.23 74.04 75.89 77.79 79.73 81.72 83.76 85.85 88.00 90.20 92.46
111,363 114,150 117,000 119,933 122,928 126,006 129,147 132,371 135,678 139,069 142,542 146,099 149,760 153,504 157,352 161,283 165,318 169,458 173,701 178,048
53.54 54.88 56.25 57.66 59.10 60.58 62.09 63.64 65.23 66.86 68.53 70.24 72.00 73.80 75.65 77.54 79.48 81.47 83.51 85.60
103,106 105,685 108,326 111,030 113,797 116,646 119,558 122,554 125,611 128,752 131,976 135,283 138,674 142,147 145,704 149,344 153,088 156,915 160,846 164,861
49.57 50.81 52.08 53.38 54.71 56.08 57.48 58.92 60.39 61.90 63.45 65.04 66.67 68.34 70.05 71.80 73.60 75.44 77.33 79.26
95,451 97,843 100,298 102,814 105,394 108,035 110,739 113,506 116,334 119,246 122,221 125,278 128,419 131,622 134,909 138,278 141,731 145,267 148,907 152,630
45.89 47.04 48.22 49.43 50.67 51.94 53.24 54.57 55.93 57.33 58.76 60.23 61.74 63.28 64.86 66.48 68.14 69.84 71.59 73.38
88,587 90,792 93,059 95,389 97,781 100,235 102,731 105,290 107,931 110,635 113,402 116,230 119,142 122,117 125,174 128,294 131,498 134,784 138,154 141,606
42.59 43.65 44.74 45.86 47.01 48.19 49.39 50.62 51.89 53.19 54.52 55.88 57.28 58.71 60.18 61.68 63.22 64.80 66.42 68.08
82,826 84,906 87,027 89,211 91,437 93,725 96,075 98,467 100,922 103,438 106,018 108,659 111,384 114,171 117,021 119,954 122,949 126,027 129,168 132,392
39.82 40.82 41.84 42.89 43.96 45.06 46.19 47.34 48.52 49.73 50.97 52.24 53.55 54.89 56.26 57.67 59.11 60.59 62.10 63.65
78,104 80,059 82,056 84,115 86,216 88,379 90,584 92,851 95,181 97,552 99,986 102,482 105,040 107,661 110,344 113,110 115,939 118,830 121,805 124,842
37.55 38.49 39.45 40.44 41.45 42.49 43.55 44.64 45.76 46.90 48.07 49.27 50.50 51.76 53.05 54.38 55.74 57.13 58.56 60.02
73,694 75,546 77,438 79,373 81,349 83,387 85,467 87,610 89,794 92,040 94,349 96,699 99,112 101,587 104,125 106,725 109,387 112,112 114,920 117,790
35.43 36.32 37.23 38.16 39.11 40.09 41.09 42.12 43.17 44.25 45.36 46.49 47.65 48.84 50.06 51.31 52.59 53.90 55.25 56.63
69,576 71,323 73,112 74,942 76,814 78,728 80,704 82,722 84,781 86,902 89,066 91,291 93,579 95,909 98,301 100,755 103,272 105,851 108,493 111,197
33.45 34.29 35.15 36.03 36.93 37.85 38.80 39.77 40.76 41.78 42.82 43.89 44.99 46.11 47.26 48.44 49.65 50.89 52.16 53.46
65,603 67,246 68,931 70,658 72,426 74,235 76,086 77,979 79,934 81,931 83,970 86,070 88,213 90,418 92,685 94,994 97,365 99,798 102,294 104,853
31.54 32.33 33.14 33.97 34.82 35.69 36.58 37.49 38.43 39.39 40.37 41.38 42.41 43.47 44.56 45.67 46.81 47.98 49.18 50.41
61,922 63,461 65,042 66,664 68,328 70,034 71,781 73,570 75,400 77,293 79,227 81,203 83,242 85,322 87,464 89,648 91,894 94,182 96,533 98,946
29.77 30.51 31.27 32.05 32.85 33.67 34.51 35.37 36.25 37.16 38.09 39.04 40.02 41.02 42.05 43.10 44.18 45.28 46.41 47.57
58,926 60,403 61,922 63,461 65,042 66,664 68,328 70,034 71,781 73,570 75,400 77,293 79,227 81,203 83,242 85,322 87,464 89,648 91,894 94,182
28.33 29.04 29.77 30.51 31.27 32.05 32.85 33.67 34.51 35.37 36.25 37.16 38.09 39.04 40.02 41.02 42.05 43.10 44.18 45.28
56,722 58,136 59,592 61,090 62,608 64,168 65,770 67,413 69,098 70,824 72,592 74,402 76,253 78,166 80,122 82,118 84,178 86,278 88,442 90,646
27.27 27.95 28.65 29.37 30.10 30.85 31.62 32.41 33.22 34.05 34.90 35.77 36.66 37.58 38.52 39.48 40.47 41.48 42.52 43.58
54,475 55,827 57,221 58,656 60,133 61,630 63,170 64,750 66,373 68,037 69,742 71,490 73,278 75,109 76,981 78,915 80,891 82,909 84,989 87,110
26.19 26.84 27.51 28.20 28.91 29.63 30.37 31.13 31.91 32.71 33.53 34.37 35.23 36.11 37.01 37.94 38.89 39.86 40.86 41.88
52,728 54,038 55,390 56,784 58,198 59,654 61,152 62,691 64,251 65,853 67,496 69,181 70,907 72,675 74,485 76,357 78,270 80,226 82,222 84,282
25.35 25.98 26.63 27.30 27.98 28.68 29.40 30.14 30.89 31.66 32.45 33.26 34.09 34.94 35.81 36.71 37.63 38.57 39.53 40.52
51,085 52,354 53,664 55,016 56,389 57,803 59,238 60,715 62,234 63,794 65,395 67,038 68,723 70,450 72,218 74,027 75,878 77,771 79,706 81,702
24.56 25.17 25.80 26.45 27.11 27.79 28.48 29.19 29.92 30.67 31.44 32.23 33.04 33.87 34.72 35.59 36.48 37.39 38.32 39.28
STEP
2 of 2
To: Deborah Condo/Andrew Eshleman/Mark Bradshaw
From: Carroll Braun
Ref.: Highway and Water Quality Departments’ Hiring Process
Date: March 10, 2021
Per our discussions regarding the hiring process and the transfers at the Washington County Highway and
Water Quality Departments. I have identified four separate scenarios with regards to hiring. I will
address each one individually. Please feel free to suggest any changes.
1)Mechanical Equipment Operator (MEO II) position/opening.
The County authorizes filling an open position(s).
1)Advertise the position(s) internally and externally at the same time.
a)The external posting should be for the Washington County Highway Department and not
specific to a maintenance section.
b)Internal postings should list the particular maintenance section(s) that have open
positions and invite MEO II employees interested in a transfer to any section to update or
add their name to a confidential transfer request list kept on file in the Washington
County Human Resource office. MEO II employees may add their name to the list at any
time during their employment and shall have up to the advertisement deadline to add their
name to the list.
c)Internal candidates are not applying for a job, they are applying for a transfer to an open
position in the maintenance section. Internal candidates requesting a transfer will not go
through the application and/or interview process. The most senior employee as defined in
the Collective Bargaining Agreement (CBA) requesting and accepting said transfer will
be transferred.
d)If an internal transfer occurs, subsequent MEO II vacant positions will be filled based on
the transfer list without readvertisment. Once all requested internal transfers have been
completed, non MEO II internal and external candidates will be considered. All internal
candidates who are not an MEO II must complete and submit an application.
e)When hired, all non MEO II internal and external candidates will be placed in the open
maintenance section position at the discretion of the County.
f)The County may select candidates from an internal/external applicant pool for vacant
positions for up to one-hundred eighty (180) days from a prior MEO II position
advertisement without readvertisement.
2)Opening for a Mechanical Equipment Operator (MEO III).
1)Advertise the position internally as outlined in the CBA
a)This will allow for current MEO IIIs to request a transfer.
b)This will allow for County government employees to apply for the position.
c)Any current employee(s), meeting the qualifications may be interviewed.
d) If no internal candidate is awarded the position, advertise externally.
e)If an internal candidate (MEO II) is awarded the position, advertise internally/externally
to fill the MEO II position as outlined in section 1.
3)Water Quality Collection Operator Trainee position opening.
The County authorized filling an open position(s)
1.Advertise the position(s) internally and externally at the same time.
a.The County may select candidates from an internal/external application pool for vacant
positions for up to one-hundred eighty (180) days for a prior Collection Operator Trainee
position advertisement without readvertisement.
4)Positions not covered by the CBA
1)Advertisement shall follow the County hiring process and positions are intended to be
advertised internally and externally at the same time.
4
Open Session Item
SUBJECT: Contract Award (PUR-1623) – Smithsburg WwTP Upgrades
PRESENTATION DATE: October 24, 2023
PRESENTATION BY: Rick F. Curry, CPPO, Director, Purchasing Department; Mark
Bradshaw, P.E., Director, Division of Environmental Management
RECOMMENDED MOTION: Move to award the contract for the Smithsburg WwTP Upgrades
project to the responsible, responsive bidder, HRI Bridge Company aka HRI, Inc. of State College,
PA who submitted the lowest Total Lump Sum bid in the amount of 10,444,290 and to approve a
Budget Transfer Request in the amount of $4,527,830 from a Bay Restoration Fund Grant to
TRP021 and the award is contingent upon MDE’s approval of the Construction Bid Package.
REPORT-IN-BRIEF: The work to be performed by the Contractor on this project generally
includes but is not limited to: a new influent equalization tank, modifications to the influent pump station,
upgrade of the existing SBRs, a new pre-anoxic tank, upgrade of the UV disinfection system, and a new
chemical feed building with chemical storage tanks, as shown on the as shown on contract plans, and
described in the contract documents. The finished installation shall be in perfect working condition
and be ready for continuous and satisfactory operation. The project is to be substantially completed
within eighteen (18) months of the Notice to Proceed. The County can assess liquidated damages
in the sum of five hundred ($500) dollars for each consecutive day that the project is not completed.
The bid was advertised in the local newspaper, listed on the State of Maryland’s “eMaryland
Marketplace Advantage” website and on the County’s web site. Ten (10) companies were
represented at the pre-bid teleconference. Sixty-one (61) persons/companies
registered/downloaded the bid document on-line. Five (5) bids were submitted as indicated on the
attached bid tabulation matrix.
DISCUSSION: N/A
FISCAL IMPACT: Funds in the amount of $9,812,043 are available in the Division’s Capital
Improvement Project (CIP) account TRP021.
CONCURRENCES: N/A
ALTERNATIVES: N/A
ATTACHMENTS: Bid Matrix Tabulation, Budget Adjustment Form
AUDIO/VISUAL NEEDS: N/A
Board of County Commissioners of Washington County, Maryland
Agenda Report Form
PUR-1623
Smithsburg WwTP ENR Upgrade Expansion
Item Description Unit Total Price Total Price
1
Construction of Smithsburg WwTP ENR
upgrade and expansion, complete in place as
specified and indicated on the Construction
Drawings
LS 1 $11,077,000.00 $11,077,000.00 $10,411,000.00 $10,411,000.00
C-1
C-2 Aggregate (Stone) Backfill CY 75 $50.00 $3,750.00 $110.00 $8,250.00
C-3 Soil Backfill CY 25 $40.00 $1,000.00 $70.00 $1,750.00
C-4 Electrical Outlets EA 10 $1,400.00 $14,000.00 $895.00 $8,950.00
C-5 Concrete Spalling Repair LB 20 $140.00 $2,800.00 $142.00 $2,840.00
* Corrected calculations based on unit pricing
Remarks / Exceptions:
HRI Bridge Co. ada HRI, Inc.
State College, PA
$10,411,000.00
$33,290.00
$10,444,290.00
Total Base Bid Item 1 $11,077,000.00
Total Sum Contingent Items C-1 through C-5
Total Sum Bid
Base Bid Item 1 and Contingent Items C-1 throught C-5
Conewago Enterprises, Inc.
Hanover, PA
$31,550.00
$11,108,550.00
Bids Opened: 9-27-23
PUR-1623
Smithsburg WwTP ENR Upgrade Expansion
Item Description Unit Total Price
1
Construction of Smithsburg WwTP ENR
upgrade and expansion, complete in place as
specified and indicated on the Construction
Drawings
LS 1 $11,886,285.00 $11,886,285.00 $13,941,600.00
C1
C2 Aggregate (Stone) Backfill CY 75 $55.00 $4,125.00 $125.00
C3 Soil Backfill CY 25 $40.00 $1,000.00 $125.00
C4 Electrical Outlets EA 10 $1,550.00 $15,500.00 $2,200.00
C5 Concrete Spalling Repair LB 20 $175.00 $3,500.00 $20.00
*
* Corrected calculations based on unit pricing
Triton Construction, Inc.
Saint Albans, WV
Total Price
$13,941,600.00
$13,941,600.00
$400.00
$22,000.00
$3,125.00
$9,375.00
$38,400.00
Remarks / Exceptions:
HRI Construction LLC aka M2
Construction LLC in MD
Lancaster, PA
Total Sum Bid
Base Bid Item 1 and Contingent Items C-1 throught C-5 $11,940,410.00 $0.00
Base Bid Item 1 $11,886,285.00
Total Sum Contingent Items C-1 through C-5 $54,125.00
Bids Opened: 9-27-23
PUR-1623
Smithsburg WwTP ENR Upgrade Expansion
Item Description Unit Total Price
1
Construction of Smithsburg WwTP ENR
upgrade and expansion, complete in place as
specified and indicated on the Construction
Drawings
LS 1 $15,557,800.00 $15,557,800.00
C1
C2 Aggregate (Stone) Backfill CY 75 $86.00 $6,450.00
C3 Soil Backfill CY 25 $30.00 $750.00
C4 Electrical Outlets EA 10 $1,800.00 $18,000.00
C5 Concrete Spalling Repair LB 20 $500.00 $10,000.00
$64,200.00
$15,622,000.00
$15,557,800.00
W.M. Schlosser Company, Inc.
Hyattsville, MD
Base Bid Item 1
Total Sum Contingent Items C-1 through C-5
Total Sum Bid
Base Bid Item 1 and Contingent Items C-1 throught C-5
Bids Opened: 9-27-23
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Open Session Item
SUBJECT: Contract Award (PUR-1641) – Local Care Team Coordinator
PRESENTATION DATE: November 7, 2023
PRESENTATION BY: Brandi Naugle, CPPO, Buyer; Rachel Souders, Director, Washington
County Office of Grant Management (OGM)
RECOMMENDED MOTION: Move to award the contract for the Local Care Team
Coordinator to the responsible proposer with the responsive proposal.
REPORT-IN-BRIEF: The purpose of the service to be provided is to fulfill the requirements of
the County’s Community Partnership Agreement (CPA) for fiscal year 2024 with the Governor’s
Office of Crime Prevention, Youth, and Victim Services (GOCPYVS). The award of funds for
Local Care Team Coordinator shall commence upon receipt of a fully executed contract between
the Board of County Commissioners of Washington County and the awarded vendor. The awarded
contract shall expire on June 30, 2024, with an option to renew up to two (2) consecutive one-year
periods through 2026.
The Coordinating Committee was comprised of the following members: Buyer, Purchasing
Department, OGM Director designee, OGM Grant Manager (Chairman Designee), LMB Board
Chairperson, or designee and LMB Community Planning and Review Committee Chairperson or
designee. The RFP was advertised locally in the newspaper and on the County’s web site, as well
as on the State’s “eMaryland Marketplace Advantage” (eMMA) web site. Notice of the RFP was
e-mailed to those individuals/firms on the OGM’s e-mail list. Thirty-Three (33) persons/firms
accessed the RFP document from the web site. Three (3) providers were represented at the pre-
proposal conference.
DISCUSSION: N/A
FISCAL IMPACT: Funding from the Maryland Governor’s Office for Children in the amount
of $54,000.
CONCURRENCES: Award as unanimously recommended by the Coordinating Committee.
ALTERNATIVES: N/A
ATTACHMENTS: Scope of Work (excerpt from RFP document).
AUDIO/VISUAL NEEDS: N/A
Board of County Commissioners of Washington County, Maryland
Agenda Report Form
Public Packet
PUR-1641
Local Care Team Coordinator
The Children’s Cabinet has determined there is a need to strengthen the system of care for
children and youth at the local level through a coordinated approach to interagency case
management. The goal of a coordinated approach is to return or divert children and youth
from preventable out-of-home and out-of-state placements through the provision of
community-based services. The Local Care Team will serve as the point of access to
services for children and youth.
The Local Care Team is a forum for families of children with intensive needs to receive
assistance with the identification of individual needs and potential resources to meet the
identified needs. The Local Care Team provides interagency discussions and problem
solving for individual child and family needs and systemic needs. Parents, family members
or agencies will be able to make referrals directly to the Local Care Team through the Local
Management Board to seek assistance with accessing services, to develop plans of care for
community-based services and to coordinate services from multiple agencies.
The Washington County Local Management Board (LMB) seeks to fund a Local Care
Team Coordinator in Washington County, Maryland. The person in this position will
provide contracted staff support to the Local Care Team. Any agency that is included as a
mandated member of the Local Care Team will be ineligible for this contract. The Local
Care Team agencies with mandated members include the Department of Juvenile Services,
Development Disabilities Administration, Local Core Service Agency, Local School
System, Local Health Department, Local Department of Social Services, and Division of
Rehabilitative Services. Additionally, any agency that regularly participates in Local Care
Team meetings or poses a potential conflict of interest will be ineligible for this contract.
This staff person will ensure a coordinated system for case referral to the Team to include
tracking referrals and services, maintaining a comprehensive resource database, collecting,
and reporting data and ensuring follow up services. The Coordinator will be responsible
for facilitating a coordinated approach to services and ensure parent involvement in Local
Care Team (LCT) meetings. This will be a grant-funded contractual position which will be
required to report at least monthly to the LMB through the Office of Grant Management.
The Local Care Team Coordinator shall work an average of twenty (20) hours per week to
total a minimum of eighty (80) hours per month.
1. Essential functions of the Local Care Team Coordinator include:
a. Maintain detailed notes from each case discussion that outline the
plan of care and agency commitments to be reviewed and provided
to the parents/guardians at the end of the Local Care Team meetings.
b. A record from each Local Care Team meeting is to include:
i. Attendance record
ii. List of cases discussed that specifies whether the case:
a) Is new or a review.
b) Was referred for out-of-State placement, in-State
placement, or a voluntary placement;
c) Was recommended for out-of-state placement, in-
state Placement, community services, or voluntary
placement agreement
iii. Any official Local Care Team business, including votes,
recommendations, or actions taken.
c. Coordinate/track referrals and representation from child-serving
agencies (required and those needed for specific issues), schedule
meetings, prepare agendas, administer, and keep minutes of the
meetings. This position is required to follow-up with families and
agencies to ensure an action plan has been established.
d. Referring or alerting families to resources (public and private
sector). This includes providing guidance in completing forms and
applications and supporting basic needs including housing, food,
benefits, and other emergency services.
e. Reviewing documents to ensure families understand; documents
include but are not limited to: Individualized Education Programs
(IEPs)/504 Plans, Mental Health Assessments and Court Orders.
f. Developing and presenting training modules to small and large
groups.
g. Maintaining and acquiring knowledge of resources available;
sharing knowledge with various agencies on a system-wide level
and individual family or child level; researching other systems
throughout the state and country; researching availability of flexible
funds for families.
h. Designing, implementing, and overseeing evaluation methods based
on the Results Accountability model that meets the GOCPYVS and
LMB needs.
2. Knowledge, Skills, and Abilities:
The Local Care Team Coordinator should have the ability to read, analyze,
and interpret documents and respond effectively to children, caretakers,
Local Care Team members, service providers, office staff, and others.
Coordinator should be able to communicate effectively and in a concise
manner, both verbally and in writing. Good listening skills are imperative.
The Coordinator should be able to work collaboratively and respectfully
with diverse groups of individuals.
The Coordinator should be able to maintain, analyze and produce written
reports from various data systems, as well as develop policies and
procedures based on written reports. The Coordinator should have the
ability to define problems, collect data, establish facts, solve defined
problems, draw valid conclusions, and be able to focus on results. Skills in
case management, human services, strategic planning, negotiation, team
building, and networking with other professionals is an advantage. The
Coordinator must be able to develop and present training modules to small
and large groups.
Proficiency with various computer programs including Windows 7 or later,
Microsoft Word, Excel, Internet, Outlook, Google Drive and statistical,
results tracking, and case management programs. The ability to manage
time effectively and be organized are necessary.
Residence in Washington County, Maryland is not required, but the
Coordinator must have knowledge of and be familiar with Washington
County, Maryland resources and educational programs.
3. Education, Experience, Certificates, Licenses, Registrations:
The position of Local Care Team Coordinator requires an individual who
has experience with child placement systems and a clinical or special
education background. Due to the need for specialized understanding of
complex behavioral health or disabilities as well as the system of care for
children and families, the position requires a master’s degree. In addition,
the position requires the possession of a valid class C Motor Vehicle
Operator’s License.
4. Performance Measures:
The following table details the minimum amount of required data measures
to track. Additional measures may be added by the Local Management
Board as directed and/or the Governor’s Office of Crime Prevention, Youth,
and Victim Services. Collection of data is the responsibility of the selected
Contractor. Data measures can vary and may be revised each fiscal year by
the OGM in consultation with the Contractor.
Performance Measures
• Number of unique referrals received by the LCT during the reporting period.
• Number of unique referrals (as noted above) that resulted in one or more
reviews by the LCT during the reporting period.
• Please explain the major reasons why the LCT did not review all unique
referrals (Narrative Response)
• Number of outbound LCT outreach activities completed.
• Number of inbound LCT cross-training and other activities completed.
• Number of LCT meetings
•
How well we do it:
•
of LCT meetings.
• Number and percent of all LCT reviews (new, follow-up, and annual reviews)
Is anyone better off?
•
who are alternatively served through community-based services.
• Number and percent of new youth referred for out-of-state placement who are
alternatively served through in-state community-based services or in-state
residential placements.
• Please describe youth engagement in the LCT process and whether that
involvement is beneficial to the outcome of cases (Narrative Response).
Open Session Item
SUBJECT: Rejection of Quote (Q-23-763) - Purchase and Installation of One (1) New Coiling
Steel Door
PRESENTATION DATE: November 7, 2023
PRESENTATION BY: Brandi Naugle, CPPB, Buyer; Joe Moss, P.E., Department of Water
Quality, Deputy Director, Engineering Services
RECOMMENDED MOTION: Move to take action, in the best interest of the County and to
request the quote for the Purchase and Installation of One (1) New Coiling Steel Door for the
Department of Water Quality be rejected due to the quote exceeding the estimated budget. The
department is considering having the door installed by county personnel.
REPORT-IN-BRIEF: Notice of the Request for Quote (RFQ) was listed on the State of
Maryland’s “eMaryland Marketplace Advantage” (eMMA) website and on the County’s website.
Thirteen (13) persons/companies registered/downloaded the bid document online and one (1) bid
was received for this unit.
DISCUSSION: N/A
FISCAL IMPACT: N/A
CONCURRENCES: Division Director of Environmental Management
ALTERNATIVES: N/A
ATTACHMENTS: Bid Tabulation Matrix
AUDIO/VISUAL NEEDS: N/A
Board of County Commissioners of Washington County, Maryland
Agenda Report Form
Quotes Opened: October 25, 2023
Q-23-763
PURCHASE & INSTALLATION OF
ONE (1) NEW COILING STEEL DOOR
Callas Contractors
Hagerstown, MD
Purchase Price $50,800.00
Delivery Date 8-10 Weeks
Remarks/Exceptions
Excludes electrical wall, water
line relocation and painting.
For galvanized finish on steel
ADD $2,500.00
Open Session Item
SUBJECT: Maryland 9-1-1 Board –Approval to Accept Awarded Funding
PRESENTATION DATE: November 7, 2023
PRESENTATION BY: Robert McCoy, Director, Division of Emergency Communications, and
Nicole Phillips, Grant Manager, Office of Grant Management
RECOMMENDED MOTION: Move to approve the acceptance of grant funds in the amount of
$42,351.50 from the Maryland 911 Board.
REPORT-IN-BRIEF: The Division of Emergency Communications is requesting approval to
accept grant funds in the amount of $42,351.50 from the Maryland 911 Board.
DISCUSSION: The awarded funding is for Priority Dispatch annual maintenance, Aqua and ESP
card set license renewals, and services and support costs. Priority Dispatch provides Emergency
Fire, Medical, and Policy protocols and an Aqua program to perform quality assurance for the
agency.
The Office of Grant Management has reviewed the funding request and has determined the
request is consistent with the Maryland 9-1-1 Boards’ purpose. There is no matching funds
requirement associated with this funding request.
FISCAL IMPACT: Provides $42,351.50 for the Division of Emergency Communications.
CONCURRENCES: Rachel Souders, Director, Office of Grant Management
ALTERNATIVES: Deny acceptance of awarded funds
ATTACHMENTS: N/A
AUDIO/VISUAL NEEDS: N/A
Board of County Commissioners of Washington County, Maryland
Agenda Report Form
Open Session Item
SUBJECT: Edward J. Byrne Memorial Justice Assistance Grant – Approval to Accept
Awarded Funding
PRESENTATION DATE: November 7, 2023
PRESENTATION BY: Cody Miller, Washington County Sheriff’s Office, and Nicole Phillips,
Senior Grant Manager, Office of Grant Management
RECOMMENDED MOTION: Move to approve $30,981 in grant funding awarded under the
Edward J. Byrne Memorial Justice Assistance Grant (BJAG) from the Governor’s Office of
Crime Prevention, Youth, and Victim Services.
REPORT-IN-BRIEF: The Washington County Sheriff’s Office is requesting approval to
accept BJAG Program grant funding in the amount of $30,981. This funding will be used to
purchase Mobile Data Terminals and Surveillance Equipment.
DISCUSSION: The program will enhance the capabilities of the Criminal Investigations Unit
with the ability to access vital information such as criminal history, outstanding warrants, vehicle
registration and drivers licensing information from their vehicles, along with providing
surveillance equipment to assist with investigations.
The funding period is for one year and there is no match requirement associated with the
agreement.
FISCAL IMPACT: Provides the Washington County Sheriff’s Office with $30,981 to purchase
Mobile Data Terminals and Surveillance Equipment.
CONCURRENCES: Rachel Souders, Director, Office of Grant Management
ALTERNATIVES: Deny acceptance of funding
ATTACHMENTS: N/A
AUDIO/VISUAL NEEDS: N/A
Board of County Commissioners of Washington County, Maryland
Agenda Report Form
Open Session Item
SUBJECT: Potential dissolution of the Emergency Services Advisory Council (ESAC)
PRESENTATION DATE: November 7, 2023
PRESENTATION BY: Michelle Gordon, County Administrator
RECOMMENDATION: Move to dissolve the Emergency Services Advisory Council.
REPORT-IN-BRIEF: Discussion continued from July 11, 2023, regarding the continued need for the
ESAC committee.
DISCUSSION: The ESAC committee was formed to provide recommendations regarding the provision
of emergency services in Washington County. This committee serves in an advisory capacity. The
committee has no decision-making authority. Eleven (11) members serve on this committee with one (1)
of those members being a county employee, the Director of Emergency Services. Meetings are to be held
monthly and are open to the public.
The most recent revision to the ESAC By-Laws occurred on October 11, 2016. Article I: Authority of the
ESAC By-Laws, identifies that authority to establish this board was given by the Board of County
Commissioners (BOCC or Board). Therefore, that authorization may be rescinded by the BOCC.
The Board met on July 11, 2023, in open session to begin this discussion. On September 14, 2023, the
ESAC committee submitted their recommended revisions to the By-Laws for consideration to the
Washington County Volunteer Fire & Rescue Association (WCVFRA) and the Board. On 10/19/2023, the
WCVFRA voted on the revisions as presented by ESAC and the WCVFRA’s formal position is that it does
not support the revised document(s).
Given the evolving nature of fire and emergency medical service delivery, the need for this advisory
committee has diminished and its continuing operation has become obsolescent and unnecessary.
FISCAL IMPACT: N/A
CONCURRENCES: WCVFRA and the Division of Emergency Services County Attorney (as to legal
sufficiency)
ALTERNATIVES: None
ATTACHMENTS:
ESAC By-Laws approved 10/11/2016
Board of County Commissioners of Washington County, Maryland
Agenda Report Form
Letter from ESAC dated 09/14/2023
08/23/2023 By-Laws as proposed by ESAC (With City of Hagerstown)
08/23/2023 By-Laws as proposed by ESAC (Without City of Hagerstown)
AUDIO/VISUAL NEEDS: None
Washington County, Maryland
Emergency Services Advisory Council
By -Laws
Article I — Authority:
The Emergency Services Advisory Council (ESAC) has been established by the Board of
County Commissioners (Board) to provide recommendations regarding the provision of
emergency services in Washington County. Any recommendations developed by the ESAC
shall be presented in writing.
2. The ESAC shall serve in an advisory capacity only and shall have no decision -making
authority except as herein provided for organizational affairs and functioning.
Article II — Responsibility:
1. The ESAC shall provide recommendations on various emergency services issues as
requested by the Board. When requested, the ESAC may also serve in an advisory capacity to
the municipalities of Washington County, the Washington County Volunteer Fire and Rescue
Association (Association), and any volunteer or career fire or emergency medical services
company authorized to operate in Washington County.
2. ESAC must coordinate and cooperate with other advisory councils or boards duly appointed
by the Board.
Article III — Chairperson:
1. A designated member of the ESAC shall be elected to serve as the Chairperson and preside
over the proceedings.
2. The Chairperson shall have the authority to appoint a co -chairperson to serve in that capacity
when so required.
3. The Chairperson shall have the authority to appoint subcommittees for the purpose of
conducting special studies, investigations, or other ESAC business.
Article IV — Secretary:
The Division of Emergency Services will provide a person to serve as recording secretary for
the ESAC.
2. Accurate minutes of each meeting shall be recorded and distributed within thirty (30) days
following the meeting.
Article V — Membership:
1. The ESAC shall consist of the following individuals:
A. Three (3) members from the Association;
B. Six (6) members from the public at large;
C. The Director of the Division of Emergency Services (ex-officio member); and
D. The President of the Volunteer Fire and Rescue Association (ex-officio member).
2. The Board shall temporarily appoint such other agency representatives as deemed necessary
to offer expertise or convey policies adopted by the Board. Temporary appointments shall
terminate at the end of a specifically assigned project or study.
3. The members shall serve without compensation.
4. Commissioners, mayors, members of city and town councils and other elected officials shall
not be entitled to membership for the reason that these governing bodies are responsible for
the final decision -making on ESAC recommendations.
5. Members of the ESAC are selected for their expertise, their ability to commit personal time,
objectively evaluate issues brought before the ESAC on matters of public safety, and direct
services to the citizenry of Washington County. Decisions must be made without bias toward
their respective agencies, organizations, vocations, or professions.
6. Members of the ESAC shall serve three-year terms.
A. The three (3) members representing the Association shall have staggered terms, such that
one member is replaced each year.
B. The six (6) members representing the public at large shall have staggered terms, such that
two members are replaced each year.
C. No member may serve more than two consecutive terms.
D. A member may be reappointed to the ESAC after a one-year absence.
E. To establish the staggered terms, the initial appointees shall serve the following terms:
1. The three (3) members representing the Association shall serve initial terms as
follows: one (1) person serving one year, one (1) person serving two years, and one
(1) person serving three years. They will be eligible for reappointment for a three-
year term after which they must observe a one-year absence.
2
2. The three (6) members representing the public at large shall serve initial terms as
follows: two (2) person serving one year, two (2) person serving two years, and two
(2) person serving three years. They will be eligible for reappointment for a three-
year term after which they must observe a one-year absence.
Article VI — Meetings:
1. Meetings shall be held monthly on the first Thursday of each month unless otherwise agreed
to by the membership. All meetings of the Emergency Services Advisory Council shall be
open to the public, and are governed by the Maryland Open Meeting Laws.
2. The Chairperson shall have the authority to call additional meetings as deemed necessary.
3. The Council shall have the authority to invite any person or persons to meetings for the
purpose of discussing issues or providing information relating to items on the agenda for that
meeting.
4. A simple majority shall constitute a quorum.
Article VII — Independent Action by the Chairperson:
1. The Chairperson shall have the authority to take independent action on ESAC matters
considered to be minor or routine in nature. When time permits, the Chairperson shall make
every effort to contact the ESAC members to obtain a consensus decision.
2. In the event the Chairperson has taken action on any such ESAC matter prior to a meeting, a
full report of such action shall be given to the members at the next duly constituted meeting
and the members shall be asked to ratify such action.
Article VIII — Channelization Procedures on Various ESAC Matters:
1. The channelization procedures shall be in accordance with the following:
A. Public comments received by the Board may be forwarded to the ESAC for review and
recommendation.
B. The Association may bring an issue before the ESAC for review and recommendations.
C. A Chief Officer, President, and or designee of a member company of the Association
may bring an issue to the ESAC for review and recommendation.
D. The Director or his/her designee(s) of the Division may bring an issue before the ESAC
for review and recommendation.
3
E. All recommendations requiring a final decision or direction from the Board shall be
presented by the Director of Emergency Services in accordance with county policies and
procedures. The Director may be accompanied by other parties during his/her
presentation.
Article IX - Authorization:
Amended, restated, and approved by the Board of County Commissioners on October 11, 2016.
Attest:
2.t,cicx, 0 .
Vicki Lumm, County Clerk
Board of County Commissioners
Washington County, Maryland
BY: oC - &J,
Terry L. Baker, lr ident
L\DocumentsTire & Rescue\Emergency Services Advisory Council Bylaws\BYL\Bylaws - 2016 Revision.docx
4
Emergency Services Advisory Council
Washington County, MD
September 14, 2023
Board of County Commissioners
Washington County, Maryland
100 West Washington Street
Hagerstown, Maryland 21740
Ref: Emergency Services Advisory Council
Dear County Commissioners:
The members of the Emergency Services Advisory Council (ESAC) continue to extend our
appreciation to the Board of County Commissioners (Board) for your decision to delay any
action on the proposed dissolution of the ESAC. The Washington County Volunteer Fire and
Rescue Association (WCVFRA) has recently voted in the affirmative to support the continuation
of the ESAC.
As we stated in our July 20, 2023, correspondence, all ESAC Members agree the system
characteristics, associated risks, and level of fiscal resources needed to provide adequate fire
and rescue services need an efficient governance model. The ESAC respects the Board's overall
authority and would never question that authority. Below the level of the Board's authority the
current governing practices are cumbersome, inefficient, disconnected, and unable to keep pace
with the combined system evolution in a manner that ensures responder safety. The
Department of Emergency Services manages the career component, the WCVFRA manages the
volunteer system resources. Both entities can often be focused on their respective domain and
have no authority over the other. The role of the ESAC is to advocate for the combined system
including both the volunteer and career.
Over the past two years, the ESAC Members have worked to develop updated bylaws for your
consideration. These new bylaws have been developed specifically for the ESAC to serve as an
advocate for the combination system and establish a process for system governance in
partnership with the Board, WCVFRA and the Department of Emergency Services.
The ESAC has drafted two bylaw versions for the Board's consideration. The first version
includes a holistic perspective of the combination system. This holistic approach includes the
City of Hagerstown Fire Department (HFD) operationally. The HFD is a service organization
completely within the domain of the Mayor and Council for the City of Hagerstown, but still is a
significant contributor to the combined fire and rescue system. Version One of the draft bylaws
includes the Mayor and Council as a governing body and folds in the HFD to form a complete
combined system. Version 2 is the more traditional update whereby the HFD and Mayor and
Council are excluded from the Board's Advisory Council yet brings forth the more modern
approach to the combined system ESAC bylaws.
Should the Board be interested in further consideration for adoption of these bylaws. The
members of the ESAC would be happy to appear before the Board, present the draft bylaws
with our commentary and engage the Board in discussions to answer questions and provide
additional information as needed to better understand the proposed bylaws.
on behalf of the full membership of your ESAC, Thank you for the opportunity to re -envision the
roles, authorities, and responsibilities of the ESAC.
Sincerely,
Richard "Dick" Hopkins
ESAC Chairman
Attachment(s):
1. Draft ESAC Bylaws, including a partnership with the Hagerstown Mayor and Council.
2. Draft ESAC Bylaws, Traditional update.
Emergency Services Advisory Council
By-Laws
Washington County, Maryland
Revised Version August 23, 2023
This Version has not been adopted by the Board of County Commissioners
Draft - Emergency Services Advisory Council Bylaws
Page 2
EMERGENCY SERVICES ADVISORY COUNCIL BYLAWS
ARTICLE I: Name
A. The name of this Advisory work group shall be the Washington County Emergency Services
Advisory Council (ESAC).
ARTICLE II: Authority
A. Section 10-402 of the Code of Public Local Laws for Washington County, MD grants authority to
the Board of County Commissioners of Washington County, MD (Board) over the provision of
fire, rescue, and ambulance service.
B. Within the corporate limits of the City of Hagerstown the Mayor and Council are the authority for
the Hagerstown Fire Department (HFD). The HFD is a component of the combined countywide
fire and rescue system in which ESAC is advocating for.
C. The Fire and Emergency Services ESAC was established by the Board and is delegated the
authorities enumerated in these By-Laws.
D. This ESAC shall serve as a policy review and advisory body to the Director, WCVFRA, HFD,
and the Board.
ARTICLE III: ESAC Purpose, Responsibilities, and Objectives
A. The purpose of this ESAC is to provide a functional governance structure that ensures that
input from volunteer, career, and citizen stakeholders is provided and considered during
the policy making, policy review and implementation process and to keep stakeholder
representatives engaged in the management of an integrated, countywide fire and rescue
system. The foundational principles of the ESAC are:
1. Board is committed to providing the citizens of Washington County with competent,
efficient, and effective fire, rescue, and emergency medical services. Responsibility for
the provision of these public safety services in Washington County rest with the
Division, HFD and the volunteer corporations of the Washington County Fire and
Rescue System.
2. The Board and the M&C acknowledge the value of advice from the ESAC and expects
the ESAC to provide a position statement on matters that are brought forward for action
by the Board and the M&C either in advance or at the time of the Board’s or M&C’s
action. The Board acknowledges this will require the ESAC membership to be briefed
on matters before they are presented to the Board and the M&C, and the Board and the
M&C authorize the Director or the HFD Fire Chief to present any reports, studies,
plans, policy drafts or actionable items to the ESAC in advance of the presentation to
the Board, provided the ESAC members maintain confidentiality for any information
deemed critical by the Board or the Director. This provision of the bylaws does not
apply to any matter relating to personnel issues or those in which the Board and/or the
M&C deem inappropriate for the ESAC to opine on in advance of their respective
closed session discussions. The ESAC Chair, Director or the HFD Fire Chief may
request the ESAC enter Executive Session to maintain confidentiality.
3. Except for emergency situations or circumstances dictated by law or compulsory
regulation, the Director, HFD Fire Chief, and the WCVFRA shall consult with the
ESAC on matters of countywide policy, procedures, rules, and regulations.
4. The Board and the M&C believe that fire, rescue, and emergency medical services
should reflect cost effective service provision; recognition and promotion of public
welfare, accountability for service levels and resource use in a manner required of all
Draft - Emergency Services Advisory Council Bylaws
Page 3
public programs; fair representation and communication of all views regarding these
services; and adequate response to projected growth in Washington County. These
objectives will be achieved through a combined volunteer and career system, as
endorsed, and supported by the Board and M&C, defined by these essential
characteristics:
a. Mutual and cooperative delivery of fire, rescue, and emergency medical
services through a combined system of volunteer corporations and career staff
employed by the county.
b. Recommendations to the Board or M&C from the Director or HFD Fire Chief,
with advice of the ESAC, regarding fire, rescue, and emergency medical
service levels, system policy, standards, and agreements.
c. Development and revision of fire, rescue, and emergency medical operational
procedures. The Director, HFD Fire Chief and the President of the WCV FRA
shall be responsible for all system wide operations and, with the advice of the
ESAC, shall establish procedures and guidelines to implement Board policy.
d. The Board and M&C maintain ultimate approval authority over all policies
and procedures and will exercise its authority whenever it deems necessary.
e. The county will vigorously support the continuation and expansion of
volunteerism as a means of providing fire, rescue, and emergency medical
services in a cost-effective manner by encouraging the participation of
qualified volunteers.
B. Training and Educational. The ESAC shall advise the Director, WCVFRA, HFD, and the
Board on training needs for a safe, functional combined system.
C. Budget and Funding. The ESAC may offer a position statement to the Board and M&C
and/or the Director on recommended programs, proposed budgets and/or funding levels at
the countywide system, program, or project level.
D. Service delivery must be provided on a countywide basis and must be characterized by
uniformity in emergency response performance and in the application of operational
regulations and procedures. The Board and M&C recognizes and respects the contributions
and financial investments of the volunteer corporations, which have resulted in the
protection of life and property in Washington County, and the vital and generous private
support for essential public services.
E. The Board recognizes the major majority investment in public safety infrastructure,
facilities, equipment, and human resources brought to serve the citizens of Washington
County by the volunteer corporations and will continually consider this investment when
considering decisions affecting the countywide fire and rescue system. Until such time as
the County and City Government is providing full funding and human resources to deliver
fire and rescue services, the Board and M&C will continue to acknowledge the volunteer
corporations and the WCVFRA in the governance of the countywide fire and rescue
system.
F. The ESAC shall endorse, submit, and present an annual report on a date to be determined
by the Board targeted at the first quarter of the fiscal year at a regularly scheduled Board
business meeting. The report will outline the ESAC’s activities, identify problems affecting
administrative and operational matters relating to the performance of the fire, rescue, and
emergency medical system, and make recommendations which will serve to enhance the
delivery of fire, rescue, and emergency medical services. The presentation of the annual
report will be offered to the M&C should they choose to receive the presentation.
Draft - Emergency Services Advisory Council Bylaws
Page 4
G. Advise the Board and/or the M&C on any matter relating to the delivery of fire, rescue, or
emergency medical services in Washington County.
H. Policy Review. All administrative and operational policies and procedures applicable
collectively to the career and volunteer personnel as recommended by the WCVFRA,
Director and/or the HFD Fire Chief shall be reviewed by the ESAC prior to the effective
date. The ESAC shall offer a position statement on the proposed policy/procedure and
advise the Director, HFD Fire Chief, WCVFRA, M&C and the Board of their position.
Should the Board, WCVFRA, HFD Fire Chief, or the Director deem it is necessary to issue
an Emergency Directive or Policy that affects career and volunteer personnel, the Director
or HFD Fire Chief shall bring said emergency directive or Policy to the ESAC at its next
regularly scheduled meeting for presentation to obtain a position statement from the ESAC.
I. Injury and Fatality Report Review. ESAC shall participate, review, and provide a position
statement on recommendations stemming from responder injury and fatality investigative
reports. A position statement of recommendations from such review shall be provided to
the Board, Director and/or the HFD Fire Chief.
J. Combined System Emergency Services Master Planning. The ESAC shall participate in
the development, review, and recommendation for adoption by the Board.
K. Legislation. The ESAC may provide recommendations to the Board and/or the M&C
relating to any recommended, proposed or pending legislative initiatives before the Board,
the Maryland General Assembly, or the United States Federal Government.
L. The ESAC shall have no role or responsibility relating to:
1. Disciplinary action of any career staff of Washington County or the City of Hagerstown
Government.
2. Disciplinary action of any volunteer staff of a volunteer corporation.
3. Hiring, promotion or demotion of any career staffing.
M. The goals of this ESAC are to promote the achievement of the following with respect to
the provision of fire, rescue, and emergency medical services within Washington County.
1. Protection of Life and Property. High cost effective, equitable, and responsive services
to the citizens of Washington County, including adequate response times, effective Fire
and Rescue incident supervision, adequate staffing, effective distribution of personnel
and apparatus, and timely adaptation to changing service needs. All organizations and
participants comprising the fire, rescue, and emergency medical service system shall
share responsibility for continuously improving their effectiveness and efficiency.
2. Volunteer Participation. All of volunteers in decisions related to the operation of the
fire and rescue delivery system through representation from this ESAC, the WCVFRA,
and its associated work groups.
3. Career Participation. Involve Career Staff in decisions related to the operation of the
fire and rescue delivery system through representation on the ESAC and its associated
work groups.
4. System Practices. Promote continual improvement in the capabilities and job
performance of volunteer and career staff through state-of-the-art training and promote
the highest caliber of ethical and professional conduct of volunteer and career staff.
5. Accountability. Maintain accountability to the Board and M&C relating to effective
service delivery, sound management practices, and the responsible use of public funds.
6. Operations and Administration. Maintain effective service delivery levels while
efficiently managing associated cost of administrative and operational expenses,
Draft - Emergency Services Advisory Council Bylaws
Page 5
including apparatus, facilities, equipment, and staffing resources. Effectively manage
human resources, purchasing, maintenance, training, and other programs.
ARTICLE IV: Membership
A. Membership
1. The Board and M&C recognize that ESAC membership should be based on a potential
member’s knowledge of, participation in, receipt of services from, or contribution to
programs related to the mission of the ESAC in Washington County, MD.
2. The voting ESAC members shall be appointed by the Board and M&C to fill a specific
position assignment as follows:
a. Fire Operations Member (2 positions, nominated by Board and/or M&C).
b. EMS Operations Member (2 position, nominated by the Board).
c. Volunteer Fire and Rescue Corporation Administrative Member (1 position,
nominated by the Board and/or M&C).
d. Division Career Representative (1 position, recommended by labor union,
nominated by the Board).
e. HFD Career Representative (1 position, recommended by the labor union,
nominated by the M&C).
f. Citizen at Large (2 positions, nominated by the Board and/or M&C).
3. All volunteer and career members of the ESAC shall be full-time residents of
Washington County, MD or one of its municipalities.
4. The Board may appoint Ex-officio members to the ESAC, to participate in
deliberations. Ex-officio members are non-voting participants of the ESAC.
5. The ESAC shall be comprised of nine (9) voting and six (6) non-voting Ex-officio
members, each having a specific representative role.
a. Ex-officio (Non-Voting) Members.
• One (1) County Commissioner Member, designated by the Board.
• One (1) City Council Member, designated by the M&C.
• One (1) President or Designee, WCVFRA.
• One (1) Jurisdictional Fire and Rescue Medical Director for Washington
County, MD.
• One (1) Fire Chief or designee for the HFD.
• One (1) Director or Designee, Division.
b. A meeting quorum shall be at least five (5) voting members physically present
at the designated meeting location.
B. Membership Terms
1. ESAC members shall serve a two-year term. Appointed Members may be reappointed
to two additional consecutive terms.
a. Exception. Citizen at large members shall serve a three-year term. Appointed
Citizen at Large Members may be reappointed to one additional consecutive
term.
b. In the event a member resigns or otherwise vacates his/her seat prior to the
expiration of his/her term, the vacant seat shall be filled using the process
outlined in these bylaws for the remainder of the respective term.
c. Ex-officio members shall serve consistent with their tenure in position and
shall vacate the appointment upon vacation of their position.
2. In the event any ESAC member is absent for Five (5) or more consecutive meetings,
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the ESAC may petition the Board and/or M&C, whichever is appropriate, to declare
the seat vacant and request the appointment of a new member to serve the remainder
of the term.
3. ESAC members are encouraged to provide notification of their absence to the Chair or
to staff in advance of any meeting.
4. ESAC members serve at the pleasure of the Board and/or the M&C. Members will
adhere to the Board and M&C policies and procedures for advisory work groups and
the applicable Code of Ethics. The Board may remove any ESAC members found in
violation of the Board policies and procedures and applicable Code of Ethics.
ARTICLE V: Officers
A. Officers
1. The officers shall consist of a Chair and a Vice-Chair who shall be elected annually
(one-year term) by majority vote of the ESAC at the January monthly meeting. If for
any reason the January monthly meeting fails to occur, then the election shall be held
at the next regularly scheduled meeting.
2. Secretary who shall be appointed by the Chair.
B. Responsibilities of the Chair
1. The Chair shall preside over all meetings of the ESAC, authorize calls for any special
meetings, establishment of any work group, appoint members to a work group
assignment, and execute all documents authorized by the ESAC.
2. The Chair shall set the agenda for ESAC meetings. The Chair may consider input from
the members of the ESAC; however, agenda item concurrence is not needed from
ESAC members (voting or ex-officio).
3. The Chair shall generally perform all duties associated with that office or directed by
the Board and M&C.
4. Appoint a Secretary.
• The Chair may appoint the following standing Work Groups: Operational
Review Work Group.
• Planning and Research Work Group.
• Others as deemed necessary by the Chair.
5. The Chair shall decide all questions or order, subject to an appeal from any ESAC
member.
C. Responsibilities of the Vice-Chair
1. The Vice-Chair, in the event of the absence or disability of the Chair or vacancy in that
office, shall assume and perform the duties of Chair.
D. Responsibilities of the Secretary
1. Ensure all ESAC meetings are properly advertised to the public.
2. Ensure proper minutes are taken at all ESAC and Work group meetings.
3. Distribute and post the minutes for public access after formal approval by the ESAC.
4. Deliver the appropriate documents to members of the ESAC and any Work group at
least three (3) business days prior to any meeting.
5. Be responsible for informing the ESAC of any event or incident, which in Staff’s
opinion is detrimental or potentially detrimental to the mission of ESAC.
6. Advise the ESAC on any matters involving the Freedom of Information Act.
7. Monitor membership roster and inform the Office of the County Administrator when a
vacancy outside of term limits occurs.
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8. Post ESAC and Work group meeting minutes on the County website associated with
Emergency Services.
9. Provide and manage technology equipment to accommodate presentations at a meeting
and allow remote participation by members.
10.
E. Vacancies and Special Elections
1. In the event of a vacancy in Chair or Vice Chair, the ESAC, by majority vote at a duly
called meeting with a quorum of members present, the voting ESAC members may fill
the position for the remainder of the term.
ARTICLE VI: Meetings
A. Regular Meetings
1. Regular meetings shall be held on odd numbered months beginning with January each
year. The date, hour, and location of those meetings shall be determined by the ESAC.
The ESAC shall vote on a tentative meeting schedule at their January meeting for the
remaining months of the calendar year. The meeting schedule shall be adjusted to
prevent any ESAC or Working Group meeting from occurring on a holiday in which
the County Government closed.
2. Proceedings of all meetings of the ESAC shall be governed by Robert's Rules of Order.
3. ESAC member shall always conduct themselves with professionalism and respect, or
others in attendance.
4. The election of officers shall be held at the time of the first regular meeting of each
calendar year, usually in January.
5. ESAC and Working Group meetings are open to the public for observation. Observers
may only participate in discussion if recognized by the Chair.
B. Regular Meeting Template Agenda 1
1. Call to order.
2. Roll call of voting and non-voting members.
3. Introduction of guests.
4. Approval of the previous meeting minutes.
5. ESAC member comments, limited to three minutes each.
6. Ex-officio Member reports.
• Board Liaison.
• M&C Liaison
• Jurisdictional Medical Director.
• President, WCVFRA.
• Director.
• HFD Fire Chief
7. Working Group Reports.
8. Discussion items.
• Old Business
• New Business
9. Action items.
10. Adjournment.
C. Special Meetings
1 The Chair is empowered to modify the agenda content and order.
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1. Special meetings may be called by the Chair at the request of three (3) members for the
transaction of business as stated in the call for the special meeting.
D. Quorum
1. A quorum for the transaction of business at any ESAC or Work group meeting shall
consist of at least fifty-one percent of the members 2, exclusive of any vacant seats.
There shall be a quorum requirement of at least fifty-one percent of the Work group
members for Work group meetings. Without a quorum present, no official business
may be conducted at a ESAC or Work group meeting.
E. Votes
1. All votes shall be by simple majority, i.e., one more than half of the members present,
unless stated otherwise in these bylaws. Proxy votes shall not be permitted.
F. Executive Sessions
1. The Board Member, Chair, HFD Fire Chief or Director may request the ESAC enter
an Executive session to discuss matters of critical importance or those requiring a high
level of confidentiality.
G. Minutes
1. Each ESAC meeting will have summary minutes reflecting the actions and
recommendations of the ESAC and the Secretary shall ensure the minutes are
forwarded to all members within thirty (30) days of a meeting and once approved by
the ESAC.
2. The minutes shall reflect the vote tally for all votes taken by the ESAC. The vote tally
shall include the number of votes in support of a motion, number of votes opposing the
motion, the number of members abstaining from the vote, and the number of members
absent for the vote. The minutes shall list the names of the members who vote in
opposition to the motion and those who are absent for the vote.
H. Cancellation
1. Regular or special meetings of the ESAC or a Working Group scheduled to be held on
a day that Washington County Public Schools are closed due to inclement weather shall
be canceled. When the Washington County government is closed because of inclement
weather, all ESAC meetings are also canceled. If the Snow Emergency Plan for
Washington County is in effect two-hours prior to the start of the meeting, all ESAC
and/or Working Group meetings are also canceled. The substitute date, hour, and
location, if any, of such meeting will be set by the Chair of that meeting and properly
noticed. School delays will not affect meeting time.
2. The Chair may cancel a meeting at his/her discretion.
I. Meeting Announcement
1. All meetings should be on the County website associated with Emergency Services, at
least three business days in advance of the meeting.
ARTICLE VII: Remote Participation in Work group Meetings
A. A member (voting or ex-officio) may participate in meetings of the ESAC from a remote
location due to a medical condition or personal matter that prevents physical attendance,
provided the ESAC has a quorum who are physically assembled at the primary meeting
location.
2 Quorum for a nine-voting member advisory work group shall be deemed to be five voting members.
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B. Requests for remote participation must be made in writing to the Chair of the ESAC before
noon on the day of the meeting, stating the specific nature of the medical condition or
personal matter, and the location from which the member will participate.
C. The County staff shall provide the necessary technology and systems to permit remote
participation.
D. ESAC meetings shall not be recorded using the virtual meeting platform.
ARTICLE VII: Work Groups
A. Work Group(s)
1. The ESAC may request to establish or dissolve Work Group(s) provided such action is
approved by a majority of the ESAC, exclusive of any vacant seats.
2. Members of a Work Group may or may not be an appointed ESAC Member.
B. Work group Meetings
1. The Chair of each Work group shall call Work group meetings as deemed appropriate.
ARTICLE IX: Amendments
A. These bylaws may only be adopted and/or amended by vote of the Board and M&C.
B. The ESAC may recommend to the Board and/or M&C any by-law amendment with a
two-thirds vote of the ESAC members present at any regular meeting exclusive of any
vacant seats.
C. By-laws are not deemed amended until such time the Board and M&C vote to adopt the
recommended amendments.
D. Notice of any proposed amendment must first be submitted in writing to the ESAC
members at least one (1) week prior to the meeting.
ARTICLE IX: Definitions
A. Board. The elected Board of County Commissioners for Washington County, MD.
B. Citizen at Large Member. Appointed member of the ESAC who a resident of Washington
County is and is not currently affiliated with a career and/or volunteer fire and rescue
corporation.
C. City. City of Hagerstown, MD.
D. Company or Companies. Independent, nonprofit corporations officially recognized by the
Board to provide fire, rescue, or emergency medical services in accordance with the
policies, procedures, and laws of Washington County, MD.
E. County. Washington County, MD
F. Director. The individual appointed by the Board of County Commissioners to serve as the
Director of Emergency Services.
G. Division. Washington County Division of Emergency Services.
H. Division Career staff. Employees of the Board of County Commissioners and member of
organized labor.
I. Emergency Directive or Policy. A policy issued by the Board, Director, HFD Fire Chief or
the WCVFRA that has been determined to be necessary for immediate implementation to
provide for public welfare and safety of emergency responders and/or the citizens of
Washington County.
J. EMS Operational Member. An individual currently serving as an active emergency
medical services operational member in Washington County, MD.
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K. Executive Session. A meeting with closed membership consisting only of the ESAC voting
and ex-officio members and the minimum number of County staff necessary to document
the meeting. Minutes of executive session shall not include any details of the meeting
discussion other than a generalized topic discussed.
L. Fire Operational Member. An individual currently serving as an active firefighting
operational member in Washington County, MD.
M. HFD. The City of Hagerstown, Fire Department.
N. HFD Career Staff. Employees of the Hagerstown Fire Department and member of
organized labor
O. M&C. The Mayor and Council of the City of Hagerstown, MD.
P. Position statement. A written statement of recommendations and/or advice offered by the
ESAC to the Board, M&C, Director and/or the HFD Fire Chief.
Q. Volunteer. An individual who, without salary, performs fire, rescue, emergency medical or
related other services, including administrative support services.
R. Volunteer Chief. Operational head of a company.
S. Volunteer Corporation. See “Company or Companies”.
T. WCVFRA. Washington County Volunteer Fire & Rescue Association.
Approved/Amended by majority vote of the ESAC on [insert date].
Approved by my majority vote of the of the Board of County Commissioners on [insert date].
Emergency Services Advisory Council
By-Laws
Washington County, Maryland
Revised Version August 23, 2023
This Version has not been adopted by the Board of County Commissioners
This version includes only the Board of County Commissioners
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Page 2
EMERGENCY SERVICES ADVISORY COUNCIL BYLAWS
ARTICLE I: Name
A. The name of this Advisory work group shall be the Washington County Emergency Services
Advisory Council (ESAC).
ARTICLE II: Authority
A. Section 10-402 of the Code of Public Local Laws for Washington County, MD grants authority to
the Board of County Commissioners of Washington County, MD (Board) over the provision of
fire, rescue, and ambulance service.
B. Within the corporate limits of the City of Hagerstown the Mayor and Council are the authority for
the Hagerstown Fire Department (HFD). The HFD is a component of the combined countywide
fire and rescue system in which ESAC is advocating for.
C. The Fire and Emergency Services ESAC was established by the Board and is delegated the
authorities enumerated in these By-Laws.
D. This ESAC shall serve as a policy review and advisory body to the Director, WCVFRA, and the
Board.
ARTICLE III: ESAC Purpose, Responsibilities, and Objectives
A. The purpose of this ESAC is to provide a functional governance structure that ensures that
input from volunteer, career, and citizen stakeholders is provided and considered during
the policy making, policy review and implementation process and to keep stakeholder
representatives engaged in the management of an integrated, countywide fire and rescue
system. The foundational principles of the ESAC are:
1. Board is committed to providing the citizens of Washington County with competent,
efficient, and effective fire, rescue, and emergency medical services. Responsibility for
the provision of these public safety services in Washington County rest with the
Division, and the volunteer corporations of the Washington County Fire and Rescue
System.
2. The Board acknowledge the value of advice from the ESAC and expects the ESAC to
provide a position statement on matters that are brought forward for action by the Board
either in advance or at the time of the Board’s action. The Board acknowledges this
will require the ESAC membership to be briefed on matters before they are presented
to the Board, and the Board may authorize the Director to present any reports, studies,
plans, policy drafts or actionable items to the ESAC in advance of the presentation to
the Board, provided the ESAC members maintain confidentiality for any information
deemed critical by the Board or the Director. This provision of the bylaws does not
apply to any matter relating to personnel issues or those in which the Board deem
inappropriate for the ESAC to opine on in advance of their respective closed session
discussions. The ESAC Chair or the Director may request the ESAC enter Executive
Session to maintain confidentiality.
3. Except for emergency situations or circumstances dictated by law or compulsory
regulation, the Director and the WCVFRA shall consult with the ESAC on matters of
countywide policy, procedures, rules, and regulations.
4. The Board believe that fire, rescue, and emergency medical services should reflect cost
effective service provision; recognition and promotion of public welfare, accountability
for service levels and resource use in a manner required of all public programs; fair
representation and communication of all views regarding these services; and adequate
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response to projected growth in Washington County. These objectives will be achieved
through a combined volunteer and career system, as endorsed, and supported by the
Board defined by these essential characteristics:
a. Mutual and cooperative delivery of fire, rescue, and emergency medical
services through a combined system of volunteer corporations and career staff
employed by the county.
b. Recommendations to the Board with advice of the ESAC, regarding fire,
rescue, and emergency medical service levels, system policy, standards, and
agreements.
c. Development and revision of fire, rescue, and emergency medical operational
procedures. The Director and the President of the WCVFRA shall be
responsible for all system wide operations and, with the advice of the ESAC,
shall establish procedures and guidelines to implement Board policy.
d. The Board shall maintain ultimate approval authority over all policies and
procedures and will exercise its authority whenever it deems necessary.
e. The county will vigorously support the continuation and expansion of
volunteerism as a means of providing fire, rescue, and emergency medical
services in a cost-effective manner by encouraging the participation of
qualified volunteers.
B. Training and Educational. The ESAC shall advise the Director and WCVFRA and the
Board on training needs for a safe, functional combined system.
C. Budget and Funding. The ESAC may offer a position statement to the Board and/or the
Director on recommended programs, proposed budgets and/or funding levels at the
countywide system, program, or project level.
D. Service delivery must be provided on a countywide basis and must be characterized by
uniformity in emergency response performance and in the application of operational
regulations and procedures. The Board recognizes and respects the contributions and
financial investments of the volunteer corporations, which have resulted in the protection
of life and property in Washington County, and the vital and generous private support for
essential public services.
E. The Board recognizes the major majority investment in public safety infrastructure,
facilities, equipment, and human resources brought to serve the citizens of Washington
County by the volunteer corporations and will continually consider this investment when
considering decisions affecting the countywide fire and rescue system. Until such time as
the County and City Government is providing full funding and human resources to deliver
fire and rescue services, the Board will continue to acknowledge the volunteer corporations
and the WCVFRA in the governance of the countywide fire and rescue system.
F. The ESAC shall endorse, submit, and present an annual report on a date to be determined
by the Board targeted at the first quarter of the fiscal year at a regularly scheduled Board
business meeting. The report will outline the ESAC’s activities, identify problems affecting
administrative and operational matters relating to the performance of the fire, rescue, and
emergency medical system, and make recommendations which will serve to enhance the
delivery of fire, rescue, and emergency medical services.
G. Advise the Board on any matter relating to the delivery of fire, rescue, or emergency
medical services in Washington County.
H. Policy Review. All administrative and operational policies and procedures applicable
collectively to the career and volunteer personnel as recommended by the WCVFRA or the
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Director shall be reviewed by the ESAC prior to the effective date. The ESAC shall offer
a position statement on the proposed policy/procedure and advise the WCVFRA, Director
and the Board of their position. Should the Board, WCVFRA, or the Director deem it is
necessary to issue an Emergency Directive or Policy that affects career and volunteer
personnel, the Director shall bring said emergency directive or Policy to the ESAC at its
next regularly scheduled meeting for presentation to obtain a position statement from the
ESAC.
I. Injury and Fatality Report Review. ESAC shall participate, review, and provide a position
statement on recommendations stemming from responder injury and fatality investigative
reports. A position statement of recommendations from such review shall be provided to
the Board and the Director.
J. Combined System Emergency Services Master Planning. The ESAC shall participate in
the development, review, and recommendation for adoption by the Board.
K. Legislation. The ESAC may provide recommendations to the Board relating to any
recommended, proposed or pending legislative initiatives before the Board, the Maryland
General Assembly, or the United States Federal Government.
L. The ESAC shall have no role or responsibility relating to:
1. Disciplinary action of any career staff of Washington County or the City of Hagerstown
Government.
2. Disciplinary action of any volunteer staff of a volunteer corporation.
3. Hiring, promotion or demotion of any career staffing.
M. The goals of this ESAC are to promote the achievement of the following with respect to
the provision of fire, rescue, and emergency medical services within Washington County.
1. Protection of Life and Property. High cost effective, equitable, and responsive services
to the citizens of Washington County, including adequate response times, effective Fire
and Rescue incident supervision, adequate staffing, effective distribution of personnel
and apparatus, and timely adaptation to changing service needs. All organizations and
participants comprising the fire, rescue, and emergency medical service system shall
share responsibility for continuously improving their effectiveness and effi ciency.
2. Volunteer Participation. All of volunteers in decisions related to the operation of the
fire and rescue delivery system through representation from this ESAC, the WCVFRA,
and its associated work groups.
3. Career Participation. Involve Career Staff in decisions related to the operation of the
fire and rescue delivery system through representation on the ESAC and its associated
work groups.
4. System Practices. Promote continual improvement in the capabilities and job
performance of volunteer and career staff through state-of-the-art training and promote
the highest caliber of ethical and professional conduct of volunteer and career staff.
5. Accountability. Maintain accountability to the Board relating to effective service
delivery, sound management practices, and the responsible use of public funds.
6. Operations and Administration. Maintain effective service delivery levels while
efficiently managing associated cost of administrative and operational expenses,
including apparatus, facilities, equipment, and staffing resources. Effectively manage
human resources, purchasing, maintenance, training, and other programs.
ARTICLE IV: Membership
A. Membership
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1. The Board recognize that ESAC membership should be based on a potential member’s
knowledge of, participation in, receipt of services from, or contribution to programs
related to the mission of the ESAC in Washington County, MD.
2. The voting ESAC members shall be appointed by the Board to fill a specific position
assignment as follows:
a. Fire Operations Member (2 positions, nominated by Board).
b. EMS Operations Member (2 position, nominated by the Board).
c. Volunteer Fire and Rescue Corporation Administrative Member (1 position,
nominated by the Board).
d. Division Career Representative (1 position, recommended by labor union,
nominated by the Board).
e. Citizen at Large (1 position, nominated by the Board).
3. The citizen at large member of the ESAC shall be full-time residents of Washington
County, MD or one of its municipalities.
4. The Board may appoint Ex-officio members to the ESAC, to participate in
deliberations. Ex-officio members are non-voting participants of the ESAC.
5. The ESAC shall be comprised of seven (7) voting and four (4) non-voting Ex-officio
members, each having a specific representative role.
a. Ex-officio (Non-Voting) Members.
• One (1) County Commissioner Member, designated by the Board.
• One (1) President or Designee, WCVFRA.
• One (1) Jurisdictional Fire and Rescue Medical Director for Washington
County, MD.
• One (1) Director or Designee, Division.
b. A meeting quorum shall be at least five (5) voting members physically present
at the designated meeting location.
B. Membership Terms
1. ESAC members shall serve a two-year term. Appointed Members may be reappointed
to two additional consecutive terms.
a. Exception. Citizen at large members shall serve a three-year term. Appointed
Citizen at Large Members may be reappointed to one additional consecutive
term.
b. In the event a member resigns or otherwise vacates his/her seat prior to the
expiration of his/her term, the vacant seat shall be filled using the process
outlined in these bylaws for the remainder of the respective term.
c. Ex-officio members shall serve consistent with their tenure in position and
shall vacate the appointment upon vacation of their position.
2. In the event any ESAC member is absent for Five (5) or more consecutive meetings,
the ESAC may petition the Board, whichever is appropriate, to declare the seat vacant
and request the appointment of a new member to serve the remainder of the term.
3. ESAC members are encouraged to provide notification of their absence to the Chair or
to staff in advance of any meeting.
4. ESAC members serve at the pleasure of the Board. Members will adhere to the Board
policies and procedures for advisory work groups and the applicable Code of Ethics.
The Board may remove any ESAC members found in violation of the Board policies
and procedures and applicable Code of Ethics.
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ARTICLE V: Officers
A. Officers
1. The officers shall consist of a Chair and a Vice-Chair who shall be elected annually
(one-year term) by majority vote of the ESAC at the January monthly meeting. If for
any reason the January monthly meeting fails to occur, then the election shall be held
at the next regularly scheduled meeting.
2. Secretary who shall be appointed by the Chair.
B. Responsibilities of the Chair
1. The Chair shall preside over all meetings of the ESAC, authorize calls for any special
meetings, establishment of any work group, appoint members to a work group
assignment, and execute all documents authorized by the ESAC.
2. The Chair shall set the agenda for ESAC meetings. The Chair may consider input from
the members of the ESAC; however, agenda item concurrence is not needed from
ESAC members (voting or ex-officio).
3. The Chair shall generally perform all duties associated with that office or directed by
the Board.
4. Appoint a Secretary.
• The Chair may appoint the following standing Work Groups: Operational
Review Work Group.
• Planning and Research Work Group.
• Others as deemed necessary by the Chair.
5. The Chair shall decide all questions or order, subject to an appeal from any ESAC
member.
C. Responsibilities of the Vice-Chair
1. The Vice-Chair, in the event of the absence or disability of the Chair or vacancy in that
office, shall assume and perform the duties of Chair.
D. Responsibilities of the Secretary
1. Ensure all ESAC meetings are properly advertised to the public.
2. Ensure proper minutes are taken at all ESAC and Work group meetings.
3. Distribute and post the minutes for public access after formal approval by the ESAC.
4. Deliver the appropriate documents to members of the ESAC and any Work group at
least three (3) business days prior to any meeting.
5. Be responsible for informing the ESAC of any event or incident, which in Staff’s
opinion is detrimental or potentially detrimental to the mission of ESAC.
6. Advise the ESAC on any matters involving the Freedom of Information Act.
7. Monitor membership roster and inform the Office of the County Administrator when a
vacancy outside of term limits occurs.
8. Post ESAC and Work group meeting minutes on the County website associated with
Emergency Services.
9. Provide and manage technology equipment to accommodate presentations at a meeting
and allow remote participation by members.
10.
E. Vacancies and Special Elections
1. In the event of a vacancy in Chair or Vice Chair, the ESAC, by majority vote at a duly
called meeting with a quorum of members present, the voting ESAC members may fill
the position for the remainder of the term.
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ARTICLE VI: Meetings
A. Regular Meetings
1. Regular meetings shall be held on odd numbered months beginning with January each
year. The date, hour, and location of those meetings shall be determined by the ESAC.
The ESAC shall vote on a tentative meeting schedule at their January meeting for the
remaining months of the calendar year. The meeting schedule shall be adjusted to
prevent any ESAC or Working Group meeting from occurring on a holiday in which
the County Government closed.
2. Proceedings of all meetings of the ESAC shall be governed by Robert's Rules of Order
or the rules of order established by the ESAC outlined herein.
3. ESAC member shall always conduct themselves with professionalism and respect, or
others in attendance.
4. The election of officers shall be held at the time of the first regular meeting of each
calendar year, usually in January.
5. ESAC and Working Group meetings are open to the public for observation. Observers
may only participate in discussion if recognized by the Chair.
B. Regular Meeting Template Agenda1
1. Call to order.
2. Roll call of voting and non-voting members.
3. Introduction of guests.
4. Approval of the previous meeting minutes.
5. ESAC member comments, limited to three minutes each.
6. Ex-officio Member reports.
• Board Liaison.
• Jurisdictional Medical Director.
• President, WCVFRA.
• Director.
7. Working Group Reports.
8. Discussion items.
• Old Business
• New Business
9. Action items.
10. Adjournment.
C. Special Meetings
1. Special meetings may be called by the Chair at the request of three (3) members for the
transaction of business as stated in the call for the special meeting.
D. Quorum
1. A quorum for the transaction of business at any ESAC or Work group meeting shall
consist of at least fifty-one percent of the members2, exclusive of any vacant seats.
There shall be a quorum requirement of at least fifty-one percent of the Work group
members for Work group meetings. Without a quorum present, no official business
may be conducted at a ESAC or Work group meeting.
E. Votes
1. All votes shall be by simple majority, i.e., one more than half of the members present,
1 The Chair is empowered to modify the agenda content and order.
2 Quorum for a nine-voting member advisory work group shall be deemed to be five voting members.
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unless stated otherwise in these bylaws. Proxy votes shall not be permitted.
F. Executive Sessions
1. The Board Member, Chair, or Director may request the ESAC enter an Executive
session to discuss matters of critical importance or those requiring a high level of
confidentiality.
G. Minutes
1. Each ESAC meeting will have summary minutes reflecting the actions and
recommendations of the ESAC and the Secretary shall ensure the minutes are
forwarded to all members within thirty (30) days of a meeting and once approved by
the ESAC.
2. The minutes shall reflect the vote tally for all votes taken by the ESAC. The vote tally
shall include the number of votes in support of a motion, number of votes opposing the
motion, the number of members abstaining from the vote, and the number of members
absent for the vote. The minutes shall list the names of the members who vote in
opposition to the motion and those who are absent for the vote.
H. Cancellation
1. Regular or special meetings of the ESAC or a Working Group scheduled to be held on
a day that Washington County Public Schools are closed due to inclement weather shall
be canceled. When the Washington County government is closed because of inclement
weather, all ESAC meetings are also canceled. If the Snow Emergency Plan for
Washington County is in effect two-hours prior to the start of the meeting, all ESAC
and/or Working Group meetings are also canceled. The substitute date, hour, and
location, if any, of such meeting will be set by the Chair of that meeting and properly
noticed. School delays will not affect meeting time.
2. The Chair may cancel a meeting at his/her discretion.
I. Meeting Announcement
1. All meetings should be on the County website associated with Emergency Services, at
least three business days in advance of the meeting.
ARTICLE VII: Remote Participation in Work group Meetings
A. A member (voting or ex-officio) may participate in meetings of the ESAC from a remote
location due to a medical condition or personal matter that prevents physical attendance,
provided the ESAC has a quorum who are physically assembled at the primary meeting
location.
B. Requests for remote participation must be made in writing to the Chair of the ESAC before
noon on the day of the meeting, stating the specific nature of the medical condition or
personal matter, and the location from which the member will participate.
C. The County staff shall provide the necessary technology and systems to permit remote
participation.
D. ESAC meetings shall not be recorded using the virtual meeting platform.
ARTICLE VII: Work Groups
A. Work Group(s)
1. The ESAC may request to establish or dissolve Work Group(s) provided such action is
approved by a majority of the ESAC, exclusive of any vacant seats.
2. Members of a Work Group may or may not be an appointed ESAC Member.
B. Work group Meetings
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1. The Chair of each Work group shall call Work group meetings as deemed appropriate.
ARTICLE IX: Amendments
A. These bylaws may only be adopted and/or amended by vote of the Board.
B. The ESAC may recommend to the Board any by-law amendment with a two-thirds vote
of the ESAC members present at any regular meeting exclusive of any vacant seats.
C. By-laws are not deemed amended until such time the Board vote to adopt the
recommended amendments.
D. Notice of any proposed amendment must first be submitted in writing to the ESAC
members at least one (1) week prior to the meeting.
ARTICLE IX: Definitions
A. Board. The elected Board of County Commissioners for Washington County, MD.
B. Citizen at Large Member. Appointed member of the ESAC who a resident of Washington
County is and is not currently affiliated with a career and/or volunteer fire and rescue
corporation.
C. Company or Companies. Independent, nonprofit corporations officially recognized by the
Board to provide fire, rescue, or emergency medical services in accordance with the
policies, procedures, and laws of Washington County, MD.
D. County. Washington County, MD
E. Director. The individual appointed by the Board of County Commissioners to serve as the
Director of Emergency Services.
F. Division. Washington County Division of Emergency Services.
G. Division Career staff. Employees of the Board of County Commissioners and member of
organized labor.
H. Emergency Directive or Policy. A policy issued by the Board, Director, HFD Fire Chief or
the WCVFRA that has been determined to be necessary for immediate implementation to
provide for public welfare and safety of emergency responders and/or the citizens of
Washington County.
I. EMS Operational Member. An individual currently serving as an active emergency
medical services operational member in Washington County, MD.
J. Executive Session. A meeting with closed membership consisting only of the ESAC voting
and ex-officio members and the minimum number of County staff necessary to document
the meeting. Minutes of executive session shall not include any details of the meeting
discussion other than a generalized topic discussed.
K. Fire Operational Member. An individual currently serving as an active firefighting
operational member in Washington County, MD.
L. Position statement. A written statement of recommendations and/or advice offered by the
ESAC to the Board, and/or the Director.
M. Volunteer. An individual who, without salary, performs fire, rescue, emergency medical or
related other services, including administrative support services.
N. Volunteer Chief. Operational head of a company.
O. Volunteer Corporation. See “Company or Companies”.
P. WCVFRA. Washington County Volunteer Fire & Rescue Association.
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Approved/Amended by majority vote of the ESAC on September 14, 2023.
Approved by my majority vote of the of the Board of County Commissioners on [insert date].
President, Washington County, MD
Commissioners
Date