No To Virginia Garbage?

 

 

West Virginia law addresses this through a combination of statutory zoning powers, county-level plan requirements, and the explicit authority granted to local solid waste boards to protect local landfill capacity.

The statutory framework that supports why the Pocahontas County SWA is not authorized—and is legally empowered to refuse—the import of out-of-state waste relies on several key provisions:

1. Explicit Power to Ban Outside Waste: W. Va. Code § 22C-4-11

The most direct statutory backing is found in West Virginia Code § 22C-4-11, which explicitly details the operational restrictions a local authority can place on facilities it owns or leases. The statute states:

"The authority may prohibit the deposit of any solid waste in such solid waste facilities owned, leased or operated by the authority which have originated from sources outside the geographic limits of the county or region."

Because the SWA holds the public operating rights and oversite for the facility in Dunmore, this section provides the baseline local-veto power. By exercising this statutory right, the Pocahontas SWA legally limits the facility's waste stream solely to waste generated within county lines, effectively locking out out-of-state haulers.

2. Mandatory Identification of Outside Waste: W. Va. Code § 22C-4-8

Under West Virginia law, every local SWA must develop a Comprehensive Litter and Solid Waste Control Plan, which is submitted to the state Solid Waste Management Board (SWMB). According to the mandated criteria for these plans, local authorities are legally required to track and control geographic origins.

Specifically, the plan must include:

• "A program to identify the disposal of out-of-county or out-of-region solid waste."

This allows the authority to establish rigorous tracking, manifest requirements, and inspection rules at the scale house to intercept and legally turn away any commercial waste that originates outside the approved local footprint.

3. Tonnage Classifications and Siting Restrictions

Under the broader W. Va. Code § 22-15 (the Solid Waste Management Act) and local commercial siting plans authorized under § 22C-4-24, facilities are strictly bound by their class designator and permitted monthly tonnage capacity.

• The Pocahontas County Landfill has historically operated under a protective threshold capped well below standard commercial regional landfills (often referred to as Class A facilities, which handle over 10,000 tons per month and accept statewide/interstate waste).

• Because local siting plans and state-issued Department of Environmental Protection (DEP) permits restrict local facilities to specific local volumes, the SWA cannot legally accept external commercial streams—whether from another WV county or out-of-state—without violating its operating permit and triggering severe state penalties under W. Va. Code § 22-15-11.

Constitutional Nuance: The Commerce Clause

While the U.S. Supreme Court has famously ruled that private landfills cannot easily ban out-of-state waste due to the Interstate Commerce Clause (Philadelphia v. New Jersey), West Virginia law bypasses this restriction through the Market Participant Exception. Because the Pocahontas County SWA is a public entity operating a publicly funded municipal facility primarily for the health and welfare of its local citizens, it acts as a market participant rather than a market regulator. This allows it to constitutionally restrict its services exclusively to its own residents under § 22C-4-11.

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Allegheny Disposal Service, LLC (based out of Green Bank, WV, and operated by Jacob Meck) holds a highly specific, protected legal position regarding waste handling in the region, rather than a broad, multi-county commercial portfolio.

Its contractual and operational footprints are defined by state utility rules and long-running public-private negotiations:

1. The Certificate of Need (PSC Monopolistic Franchise)

In West Virginia, solid waste collection is strictly regulated by the Public Service Commission (PSC). Allegheny Disposal holds the exclusive Certificate of Need (CON) for commercial and residential door-to-door trash hauling across its designated territory in Pocahontas County.

• This certificate effectively grants them a regulated monopoly on private curbside pickup within that boundary.

• Other entities, including neighboring municipalities or uncertified private haulers, are legally restricted from encroaching on this territory or hauling commercial-scale volumes out of the county without explicit state approval.

2. The Solid Waste Authority (SWA) Transfer Station Negotiations

Because Allegheny Disposal controls such a massive percentage of the local waste stream, its relationship with the Pocahontas County Solid Waste Authority (SWA) has been the central focus of local infrastructure planning.

With the inevitable closure of the county landfill, the contract dynamics between Allegheny Disposal and the SWA have shifted dramatically through several high-stakes iterations:

• The "Option 4" Lease-to-Buy Proposal: Allegheny Disposal initially pitched a formal contract to construct and equip a modern transfer station right at the landfill site. The deal was structured as a 15-year lease-to-buy agreement at a fixed monthly cost of $16,759, ending in a $1.1 million buyout where the SWA would take total ownership. While the board reluctantly voted to sign a binding letter of intent (capping liability at $200,000 for upfront architectural and equipment costs if the deal fell through), the arrangement ultimately dissolved.

• The $25,000 Monthly Deal-Breaker: A subsequent 10-year iteration of the deal—which climbed to roughly $25,000 per month to reimburse construction costs and included the acquisition of three walking-floor trailers—was deemed financially unviable by the County Commission and SWA leadership.

• The Current Competitive Landscape: Because a joint contract fell through, the SWA pivoted toward securing state funding (via low-interest loans from the WV Solid Waste Management Board) to construct its own public facility. Concurrently, Allegheny Disposal has pursued the development of its own independent transfer station for its private hauling operations.

3. The Tipping Volume Leverage

Allegheny Disposal does not rely on traditional municipal contracts to survive; rather, it is the customer that public infrastructure relies upon. Because Allegheny Disposal and the Town of Marlinton generate the vast majority of the solid waste volume in the area, any final contract or facility choice creates a massive financial domino effect: if Allegheny Disposal routes its private haul entirely through its own independent infrastructure, the loss of those tipping fees creates an incredibly difficult financial gap for a publicly operated SWA facility to bridge.

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Yes, Allegheny Disposal, LLC does service that region across the state line, but its status is completely different in each county. While they hold a major, long-term municipal contract in Highland County, they do not hold the contract for Bath County.

Here is exactly how their presence breaks down in those two Virginia localities:

1. Highland County, VA: A Major 7-Year Contract

Allegheny Disposal is the primary solid waste hauler for Highland County. After stepping in to haul trash on an interim basis when a previous provider pulled out, the Highland County Board of Supervisors formalized a 7-year contract with Allegheny Disposal.

The contract features a highly modernized operation across the county's five localized solid waste collection sites:

• The Financials: The hauling and collection service was established at a first-year baseline cost of $172,466.

• Infrastructure Overhaul: The county invested in upgrading its local sites from standard 40-yard compactors to massive 60-yard compactors and pre-crushers.

• Smart Tech Implementation: The collection sites utilize Wi-Fi-connected tracking equipment. The system automatically alerts Allegheny Disposal’s dispatch electronically the moment a receiver box fills up and needs to be pulled.

• Site Management: Allegheny Disposal actively coordinates and supervises site construction and compactor placement (such as the project at the Vanderpool site), prioritizing local subcontractors for the physical installations.

2. Bath County, VA: Handled by Republic Services

Allegheny Disposal does not service Bath County.

Jacob Meck brought Allegheny Disposal to the table during a multi-month bidding process to secure Bath County's solid waste and transfer station infrastructure. However, the Bath County Board of Supervisors ultimately voted unanimously to award the long-term contract to Republic Services, citing their proposal as the "best value bid."

Republic won the contract based on their specific plan to convert the county’s existing transfer station into a localized convenience center and manage the regional roll-off and compactor collection network.

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The details regarding Allegheny Disposal, LLC and its operations in Highland County, Virginia, are entirely accurate. The partnership represents a major infrastructure and technological shift for the county’s public waste management.

Here is how the operational facts verify from local county government proceedings and regional coverage:

1. Contract Origins & Interim Backstory

• The Catalytic Event: In the summer of 2023, Highland County’s long-term solid waste hauler unexpectedly pulled out of its service agreement, leaving the county in urgent need of a refuse solution.

• The Step-In: Jacob Meck and Allegheny Disposal stepped into the gap immediately, hauling the county's trash on an emergency, interim basis through the summer and fall of 2023 to keep local convenience centers functioning.

• The Formal Agreement: Recognizing the reliability of the interim service, the Highland County Board of Supervisors officially approved and signed a formal 7-year contract with Allegheny Disposal during their December 2023 voting session.

2. Financials and Scope

• First-Year Cost: The contract established a baseline first-year hauling cost of $172,466 to manage the volume across all of Highland County's public disposal and convenience sites.

• Capital Shared Investments: The contract was built as a collaborative investment layout. The county took on the capital costs of upgrading the physical site foundations and purchasing heavy machinery, while Allegheny Disposal undertook the procurement of matching heavy-capacity haul boxes.

3. Equipment & "Smart" Upgrades

The 7-year agreement initiated an extensive technological and logistical modernization across the county's solid waste footprint, designed to optimize hauling schedules across mountainous terrain:

• Capacity Expansion: The county's older 40-yard compactors and receiver boxes are systematically being phased out and replaced with much larger, commercial-grade 60-yard compactors and heavy pre-crushers.

• The Wi-Fi Automation Network: To prevent unnecessary cross-border hauling trips and eliminate overflow issues, the county agreed to provide physical Wi-Fi access at each rural collection site. In turn, Allegheny Disposal outfitted the locations with automated tracking sensors.

• Real-Time Dispatching: This network structure tracks box capacity automatically, sending an electronic ping directly to Allegheny Disposal's dispatch center the exact moment a compactor fills to capacity and requires a pull.

4. Site Specific Project Coordination

Beyond baseline hauling, Allegheny Disposal has been deeply involved in advising the county on physical site optimization. Jacob Meck and company representatives regularly interface with the Board of Supervisors regarding site design layout, equipment down payments, and coordinating concrete pads and electrical retrofits at high-volume rural locations like the Vanderpool and McDowell collection sites.

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While Allegheny Disposal manages the full collection and hauling logistics inside Highland County, Virginia, they do not dump the waste locally, nor do they haul it over the mountain into West Virginia. Instead, Highland County's solid waste is hauled to a major regional facility in Virginia.

The route from the county convenience sites to its final disposal involves a specific, two-stage logistical chain:

1. The Local Consolidation Point (1018 Airport Terrace Road)

Allegheny Disposal’s automated 60-yard "smart" compactors route local trash from the county’s five public collection sites (Vanderpool, Blue Grass, McDowell, Headwaters, and Monterey) directly to the Highland County Solid Waste Center, located just outside Monterey on Airport Terrace Road.

• This facility acts as the central county transfer station. It is here that Allegheny Disposal consolidates the waste from smaller regional roll-offs and loads it into heavy-duty long-haul trailers to prepare for transport out of the county.

2. The Final Destination: Augusta County Landfill

From Monterey, Allegheny Disposal hauls the consolidated solid waste eastward across the mountains into Augusta County, disposing of it at the Augusta County Regional Landfill in Stuarts Draft, Virginia.

Highland County maintains a long-term regional disposal agreement with Augusta County to accept its municipal solid waste. Allegheny Disposal acts as the contract carrier that bridges this gap, billing the county on a per-haul basis to move the trailers over the mountain, while Highland County pays the actual "tipping fees" (the per-ton disposal cost) directly to the Augusta County facility.

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The primary driving distance for Allegheny Disposal’s long-haul routes between the central consolidation point in Highland County and the regional disposal facility is 52 miles each way.

Driving Breakdown

When hauling consolidated solid waste out of Monterey, the route traverses east over the mountains, primarily along US-250 East:

• Starting Point: (located on Airport Terrace Road/Landfill Road, just outside Monterey, VA).

• Ending Point: (located on Christians Creek Road, serving the greater Staunton/Stuarts Draft regional area).

• Total Mileage: 52 miles.

• Estimated Drive Time: Approximately 1 hour and 11 minutes per trip, depending on heavy trailer mountain transit speeds across the ridges.

Depending on the exact public convenience site a roll-off truck might pull from directly before consolidating (such as the southern McDowell or Vanderpool sites), the baseline mileage inside Highland County boundaries will fluctuate slightly, but the primary long-haul trailer leg remains a ~104-mile round trip over the mountain for final tipping.

 

 

 

Void as of June 11. 2026--Now Who Pays the Piper?

 

 Note: The Pocahontas County Solid Waste Authority Declares the MOU Void

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Trash, Taxes, and Ticking Clocks: Inside Pocahontas County’s $1.1 Million Gamble on Waste

The Hook: A County at a Crossroads

Pocahontas County is rapidly approaching a "utility cliff" that few rural municipalities are prepared to navigate. With the Pocahontas County Landfill reaching its terminal capacity and facing imminent closure, the local government has reached a strategic pivot point. The proposed agreement with JacMal Properties, LLC isn’t just a contract; it is a high-stakes infrastructure play designed to solve a looming municipal crisis. As we look "under the hood" of this deal, it becomes clear that this is a classic study in how local authorities trade long-term fiscal commitments for immediate operational survival.

The Ticking Clock: Why This Deal Matters Now

The urgency of this project is baked directly into the legal language of the Letter of Intent. Section 2(b) explicitly cites a "pressing need" to complete the transfer station due to the strictly imposed timelines necessitated by the landfill’s closure. This pressure has produced an aggressive administrative timeline, requiring the execution of a Definitive Agreement by midnight on March 25, 2026.

From a municipal perspective, when primary infrastructure reaches its end-of-life, the luxury of "shopping around" disappears. This ticking clock effectively forces local governments into accelerated public-private partnerships, where the speed of delivery often carries a premium that impacts the public purse for decades.

The Ownership Paradox: To Sell or to Shield?

The deal structures a complex relationship between the 2 to 3-acre build site and the larger 6.83-acre operational area depicted in the county tax maps. While JacMal initially proposes acquiring the title to the build site, the parties have included a sophisticated "Alternative" in Section 1(c) to leverage the Authority's tax-exempt status. This isn't just about saving a few dollars; it’s a strategic move to treat the project as public property to subsidize private construction costs.

"Alternatively, the Parties agree to explore the possibility that the real property to be utilized by JacMal in relation to the Project will continue to be owned by PCSWA in order to reduce or eliminate the possibility that the real property will be subject to real property tax assessments."

By keeping the land in the name of the Pocahontas County Solid Waste Authority (PCSWA), the project avoids real property tax assessments. This common administrative maneuver effectively lowers the project's Opex (operating expenditure), making the $16,000 monthly lease more palatable for the Authority’s budget.

The $16,000 Monthly Commitment: A 15-Year Financial Map

The financial engine of this deal is a triple net lease, a structure that typically favors the property owner by shifting most risks to the tenant. Under this 15-year commitment, the PCSWA takes on a heavy operational burden while JacMal retains the underlying asset.

• Monthly Lease Rate: $16,759.00
• Term Length: 15 Years
• Maintenance Split: JacMal covers "trash crane" maintenance and major structural repairs unless they are caused by normal wear and tear.
• Authority Risks: PCSWA is responsible for all permitting, governmental compliance, and "normal wear and tear" degradation of the facility.

This division of labor is a critical nuance for any analyst. While JacMal handles the "big" structural fixes, the PCSWA is on the hook for the daily erosion of the facility and the expensive permitting landscape, essentially insulating the private developer from the messiest parts of waste management operations.

Engineering for Trash: The "Grizzly" in the Room

This isn't a standard warehouse; it is a specialized industrial facility designed for high-impact waste throughput. According to the "Transfer Station Plans, Sections, and Details dated April 2025," the physical reality of this station is defined by extreme technical requirements.

The structure will be a 60’ x 80’ 3-sided steel building with 30-foot walls, anchored by a 40’ x 60’ concrete tipping floor. At the heart of the operation sits a "Grizzly brand model 215 SW" trash crane (or equivalent), a necessity for compacting county-wide waste for transport. These heavy-duty specifications are mandatory because waste transfer is an abrasive, corrosive process that would destroy standard municipal buildings in months.

The Million-Dollar Exit Strategy

The ultimate goal of the agreement is the eventual return of the asset to public hands, but it is far from a "gift" at the end of the term. Section 1(e) outlines a clear "path to ownership" that requires a massive final payment from the Authority to JacMal or its successor.

• Mandatory Buyback Price: $1,103,495.24

This is essentially a deferred Capex (capital expenditure) strategy. The county avoids the multi-million dollar hit of building the station in 2026, but it commits to a million-dollar payout fifteen years later, effectively paying for the infrastructure twice—once through lease payments and once through the final purchase.

Risk Management and the $200,000 Safety Net

High-risk "due diligence" phases are where many public-private partnerships fail, and JacMal has protected its interests accordingly. The exclusivity clause in Section 6 prevents the PCSWA from looking for better deals during the negotiation period. Furthermore, the Authority faces a significant penalty if they walk away after JacMal has begun the design work.

"In the event the transfer station is not ultimately constructed as a result of the actions of the PCSWA... the PCSWA shall reimburse JacMal... for all related expenses associated with the Project. Not to exceed $200,000."

This $200,000 cap, noted in the margins of the agreement, acts as a financial "tripwire." It ensures that if the public entity pivots away from the deal after the engineering work is done, the private developer is not left holding the bill for the Authority's indecision.

Conclusion: A Blueprint for Future Waste

The JacMal-PCSWA deal provides a fascinating template for rural counties facing the "landfill cliff." It balances the immediate need for specialized engineering—like the April 2025 Grizzly crane specifications—with a financial structure that delays ownership costs in favor of monthly lease payments.

As our old infrastructure expires, is the "lease-to-own" model the only viable path forward for local government, or are we simply delaying the inevitable costs of growth? In an era of tightening municipal budgets and escalating environmental regulations, the choice may no longer be between public or private, but rather between a million-dollar lease or a county buried in its own waste.

 

Briefing Document: Transfer Station Development Proposal (JacMal and PCSWA)

Executive Summary

This document summarizes the Letter of Intent (LOI) dated February 25, 2026, between JacMal Properties, LLC ("JacMal") and the Pocahontas County Solid Waste Authority ("PCSWA"). The proposal outlines a strategic transaction to facilitate the design, construction, and operation of a new waste transfer station in Pocahontas County, West Virginia.

Driven by the impending closure of the Pocahontas County Landfill, the project involves JacMal acquiring land and easements from PCSWA to construct a specialized facility. Once completed, the station will be leased back to PCSWA for operation over a 15-year term. Key financial components include a monthly lease rate of $16,759.00 and a final purchase option for PCSWA at the conclusion of the lease for $1,103,495.24. The agreement is contingent upon the execution of a Definitive Purchase Agreement by March 25, 2026.

Project Overview and Objectives

The primary objective of the "Project" is to establish a transfer station to serve the residents of Pocahontas County. The transaction is structured to address the urgent need for waste management infrastructure necessitated by the closing of the local landfill.

• Parties Involved: JacMal Properties, LLC (Developer/Owner) and Pocahontas County Solid Waste Authority (Operator/Lessee).
• Structure: JacMal will manage and fund the design and construction; PCSWA will operate the facility for public benefit.
• Timeline Pressure: The parties acknowledge a "pressing need" to meet timelines imposed by the landfill closure, requiring immediate engagement of contractors and professionals.

Real Estate and Acquisition Terms

The proposal identifies specific land requirements and provides two potential paths for property holding to optimize tax implications.

Land Requirements

• Core Parcel: Approximately 2 to 3 acres for the transfer station site.
• Total Project Area: Approximately 6.83 acres, including all necessary easements and rights of way.
• Access: A right of way via Land Fill Road from Route 28 will be established to provide ingress and egress.

Ownership Options

1. Direct Acquisition: JacMal acquires all right, title, and interest in the 2 to 3-acre parcel from PCSWA, free of liens and encumbrances.
2. Tax Mitigation Alternative: The parties may explore having PCSWA retain ownership of the real property to reduce or eliminate potential real property tax assessments.

Facility Design and Construction Specifications

JacMal is responsible for the sole cost and expense of the construction. The Definitive Agreement will mandate specific technical standards to ensure the facility meets operational needs while staying at or under budget.

Component	Specification
Main Structure	60’ x 80’ 3-sided steel structure; minimum 30’ wall height.
Tipping Floor	40’ x 60’ concrete tipping floor.
Ramps	Concrete ramps to the tipping floor and trailer pit; grade not to exceed 10%.
Equipment	Grizzly brand model 215 SW (or equivalent) trash crane.
Leachate System	Plumbed to a holding tank or existing landfill leachate collection.
Electrical	3-phase electrical service for the crane, lighting, and receptacles.

The design must remain consistent with the "Transfer Station Plans, Sections, and Details" dated April 2025.

Lease and Financial Obligations

Upon completion, the transfer station will be leased to PCSWA under a triple net lease agreement.

• Lease Term: 15 years.
• Monthly Payment: $16,759.00.
• End-of-Term Purchase: At the completion of the lease, PCSWA is required to purchase the real property and fixed assets for $1,103,495.24.
• Maintenance Responsibilities:
  • JacMal: Responsible for all maintenance and repairs to the trash crane and major structural repairs not related to normal wear and tear.
  • PCSWA: Responsible for intentional or accidental damage to the structure or crane.
• Operational Costs: PCSWA is responsible for all permitting and governmental compliance.

Key Covenants and Legal Conditions

Exclusivity and Work Ownership

Until the Letter of Intent is terminated or a Definitive Agreement is reached, PCSWA is prohibited from initiating or negotiating with other parties regarding the acquisition of the subject property or project. All work product generated by JacMal remains its property. However, if the project is not constructed due to PCSWA's actions, PCSWA must reimburse JacMal for related expenses, with a handwritten note in the source indicating this reimbursement is "Not to exceed $200,000."

Closing Conditions

The obligation to close the transaction is subject to:

• Execution of a Definitive Agreement and ancillary documents.
• Approval by the respective Boards, owners, or members of both parties.
• Receipt of all necessary regulatory approvals and third-party consents.
• Pro-rated property taxes for the year of the transaction.

Termination

The Letter of Intent automatically terminates upon the execution of the Definitive Agreement, mutual agreement of the parties, or at 12:00 midnight EST on March 25, 2026, whichever occurs first. Time is explicitly stated as being of the essence.

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 According to the Letter of Intent, if the Solid Waste Authority (SWA) were to void the deal or back out, resulting in the transfer station not being constructed due to their actions, they would face a significant financial penalty.

Under Section 5 (Ownership of Work Necessary to Complete the Project), the SWA would be obligated to reimburse JacMal for all project-related expenses incurred up to that point. A handwritten note in the agreement caps this reimbursement penalty at an amount "Not to exceed $200,000".

While the agreement explicitly states in Section 11 that the Letter of Intent is broadly not a legally binding contract, it makes a specific exception for Section 5, meaning this reimbursement penalty is legally enforceable.

Regarding the specific timeframe of June 2026, it is important to note that the Letter of Intent includes an automatic termination clause. Under Section 7, the agreement automatically terminates and loses all force upon the earliest of three events: the signing of a Definitive Agreement, mutual agreement to terminate, or 12:00 midnight EST on March 25, 2026. Therefore, if the SWA had not signed the Definitive Agreement, the Letter of Intent would have already legally expired before June 2026.

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Based on a legal analysis of the contract terms you provided, there is a significant contradiction in how this statement is framed. Specifically, the statement confuses a reimbursement for ownership with a penalty.

Here is a breakdown of what this clause actually means, how the handwritten note changes things, and the legal risks involved.

1. The Core Misconception: Reimbursement vs. Penalty

The statement describes the $200,000 cap as a "reimbursement penalty." In contract law, these are two entirely different mechanisms:

• Reimbursement for Work Product (Buyout): Because this sits under Section 5 (Ownership of Work Necessary to Complete the Project), this clause is almost certainly a buyout provision. If the project is terminated early, SWA pays JacMal for expenses incurred up to that point in exchange for taking ownership of the intellectual property, blueprints, or materials JacMal created. It is a fair-value exchange for assets.

• Penalty / Liquidated Damages: A penalty is a punitive fee meant to punish a party for breaching a contract. Courts frequently refuse to enforce pure "penalties."

Calling it a "penalty" in your research or legal arguments could inadvertently weaken JacMal's position, making it look like an unenforceable punishment rather than a standard payment for work delivered.

2. The Power of the Handwritten Note

In contract law, there is a strict hierarchy when terms conflict. Handwritten terms almost always override pre-printed or typed text.

The legal reasoning is that typed contracts are often boilerplate, whereas a handwritten note represents the exact moment the parties explicitly negotiated and agreed to a specific limit before signing.

[ Boilerplate Typed Text ]  <  [ Typed Addendum ]  <  [ Handwritten Interlineation ]
      (Lowest Authority)                                        (Highest Authority)

By handwriting "Not to exceed $200,000", the parties successfully created a hard ceiling on SWA's financial exposure under Section 5.

3. Ambiguity and Potential Legal Risks

While the handwritten note successfully caps the amount, the phrasing introduces a massive vulnerability for JacMal regarding unreimbursed losses:

Scenario	JacMal's Actual Expenses	SWA's Max Obligation	JacMal's Unrecovered Loss
Low-cost Early Exit	$50,000	$50,000	$0
Mid-way Exit	$180,000	$180,000	$0
Late-stage Exit	$350,000	$200,000	$150,000

If SWA terminates the project late in the game, JacMal is legally trapped. They must hand over all the "Work Necessary to Complete the Project" under Section 5, but they will absorb every dollar of expense over the $200,000 mark out of their own pocket.

 This is AI research provided by the Salt Shaker Press and is not intended as legal advice.