How the Greenbank public property ended up in private hands.

 

The $150-a-Month Empire: 5 Surprising Lessons from a 99-Year Land Deal

In the high-stakes world of economic development, we often imagine sleek boardrooms and billion-dollar tax breaks. But if you spend enough time digging through the courthouse stacks in Pocahontas County, you’ll find that the gears of industry actually turn on a much more intimate, legalistic scale. This is the story of a humble three-acre plot in the Green Bank District that began its journey with a $1.00 land transfer and a $150 monthly lease.

By analyzing the paper trail between the Pocahontas County Commission, the Greenbrier Valley Economic Development Corporation (GVEDC), and local entrepreneur Jacob Meck, we get an insider look at "the deal behind the deal." It is a masterclass in how local governments use specific legal levers to anchor business to a community for a century. From "trash cranes" to million-dollar infrastructure, here is how a $1.00 handshake evolved into a local empire.

1. When $1.00 Can Move Mountains (or at Least 3 Acres)

On October 2, 2007, the Pocahontas County Commission (PCC) officially handed over three acres near Deer Creek to the GVEDC. While the deed recorded in Book 311, Page 60, lists the price as a single dollar, the gap between that figure and the land’s actual value was staggering.

Just weeks later, the October 18, 2007, GVEDC board minutes revealed that an appraisal by Hodges and Associates valued those same three acres at $60,000. In the world of strategic development, this 99.9% "discount" isn't a gift; it's a transfer of the "bundle of rights" necessary to trigger private investment. The real value was the "good and valuable consideration" of future growth that a government body cannot easily manage on its own.

"That for and in consideration of the sum of ONE DOLLAR ($1.00), cash in hand paid, and other good and valuable consideration, the receipt and sufficiency of all of which is hereby acknowledged, the said GRANTOR does hereby GRANT, SELL, and CONVEY unto the GRANTEE... a tract of land in the Green Bank District."

2. Defining "Progress" by What It Isn't

To protect the public interest, the GVEDC and the Commission had to legally box in what "Economic Development" actually meant for this site. The 2008 Lease Agreement contains a highly specific definition designed to prevent the land from becoming a passive asset or a private farm.

For the purposes of government real estate development, the deal explicitly EXCLUDED:

• Residential housing
• Active crop land
• Tree planting for harvest

The legal nuance here is fascinating: while many would view a garbage truck compound as an eyesore, the contract classifies Allegheny Disposal, LLC as the embodiment of "progress." Because the business improves the community's quality of life and focuses on "creating and/or retaining jobs," a trash hauling operation legally satisfies the high bar of community advancement.

"Economic development for the purposes of government real estate development... [is] defined by PCC as 'efforts that seek to improve the economic well-being and quality of life for a community by creating and/or retaining jobs and supporting or growing incomes and the tax base.'"

3. The 99-Year, $150-a-Month Masterclass

On January 29, 2008, the GVEDC signed a lease with Allegheny Disposal that effectively locked in the site’s future until the year 2107. The monthly rent was set at just $150.00, providing an incredibly low-barrier entry for local entrepreneur Jacob Meck.

This wasn't just about cheap rent; it was about industrial consolidation. According to the June 21, 2007, board minutes, Meck’s construction company was previously operating out of his personal residence, while his other ventures were scattered near Marlinton. This 99-year deal allowed him to centralize Jacob S. Meck Construction, Allegheny Disposal, and The Outhouse LLC into one strategic compound, creating a permanent base of operations for his fleet.

4. The Ultimate "Rent-to-Own" Incentive

The lease included an "Option to Purchase" clause that represents the ultimate "win-win" for a growing business. Section 4 of the agreement established a fixed purchase price of $50,000.00, with a surprising kicker: every single $150 monthly payment made during the lease is credited toward that final price.

To make this deal "bankable," the Pocahontas County Commission even waived its "right of first refusal" and its "reversionary clause," surrendering its future legal claims to the land to ensure the business owner had clear a path to ownership. However, the stakes were high—Section 8 of the lease specifies a "use it or lose it" provision. If Meck fails to exercise the option, all permanent improvements made to the land eventually revert back to the GVEDC.

5. The Long Game: From Garbage Trucks to Million-Dollar Infrastructure

A strategic journalist looks at the corporate entity as closely as the land, and on February 8, 2008, the lease was assigned from Allegheny Disposal to JacMal Properties, LLC. This corporate maneuver set the stage for a massive evolution in value. By 2026, the humble $150-a-month compound transformed into a proposal for a sophisticated solid waste transfer station.

The 2026 Letter of Intent describes a massive 60’ x 80’ steel structure with 30-foot walls and "Grizzly" brand trash cranes. The financial contrast is the ultimate hook: the proposal moves from the original $150 rent to a "triple net lease" with a 15-year term at $16,759.00 per month. The projected final buyout price for this completed county infrastructure is now a staggering $1,103,495.24.

Conclusion: The Quiet Architecture of a Community

The lifecycle of these three acres shows how a $1.00 deed can eventually underpin a million-dollar piece of critical county infrastructure. It is a reminder that community development is rarely a sprint; it is a 99-year marathon built on the back of low-rent stability and the slow accumulation of equity. It leaves us to look at our own local industrial parks and wonder about the hidden foundations of our neighborhoods.

How much of the world around us is built on $1.00 handshakes and century-long promises?

 

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Briefing Document: Pocahontas County (2007–2026)Industrial Development and Real Estate Evolution

Executive Summary

This document synthesizes real estate transactions, board deliberations, and development proposals involving the Greenbrier Valley Economic Development Corporation (GVEDC), the Pocahontas County Commission (PCC), and private entities—primarily those controlled by Jacob Meck. The records trace the evolution of a 3.00-acre tract in the Green Bank District from a county-owned parcel to a central hub for solid waste disposal operations and, ultimately, a proposed $1.1 million transfer station facility.

Key takeaways include:

• The Transition of Public Land: In late 2007, the PCC donated 3 acres to the GVEDC to facilitate local business consolidation, specifically for Allegheny Disposal, LLC.
• Strategic Lease-to-Purchase Structures: A 99-year lease agreement established in 2008 allowed Allegheny Disposal (later assigned to JacMal Properties, LLC) to occupy the site for $150 per month with a $50,000 purchase option.
• Expansion and Diversification: Beyond the Green Bank site, the GVEDC managed a diverse portfolio including the Rahall Technology and Business Center, Fountain Springs Business Park, and the Sweet Springs Resort restoration.
• Infrastructure Proposals (2026): A Letter of Intent (LOI) dated February 2026 outlines a complex public-private partnership between JacMal Properties and the Pocahontas County Solid Waste Authority (PCSWA) to construct a modern transfer station with a 15-year triple net lease-back arrangement.

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1. The Green Bank 3-Acre Development Project

The primary focus of the provided records is the development of a 3.00-acre tract situated in the Green Bank District, Pocahontas County, along State Routes 28 & 92.

Acquisition and Covenants (2007)

• Transfer of Ownership: On October 2, 2007, the Pocahontas County Commission (PCC) conveyed the property to the GVEDC for $1.00.
• Restrictive Covenants: The deed mandated that the land be used exclusively for "economic and industrial development." Failure to adhere to this use-case would trigger a reversionary clause, returning the property to the PCC.
• Definition of Economic Development: The agreement defined this as efforts to improve economic well-being through job creation and tax base growth, explicitly excluding residential housing, active crop land, or timber harvesting.

The Allegheny Lease Agreement (January 2008)

The GVEDC entered into a long-term lease with Allegheny Disposal, LLC, to facilitate the consolidation of Jacob Meck’s businesses (Allegheny Disposal, The Outhouse LLC, and Meck Construction).

Lease Terms and Conditions: | Provision | Detail | | :--- | :--- | | Term | Ninety-nine (99) years, beginning February 1, 2008. | | Rent | $150.00 per month. | | Purchase Option | $50,000.00, exercisable at any time during the lease. | | Rent Credits | All monthly payments are credited toward the final purchase price. | | Purpose | Construction of a business office, maintenance compound, and storage for solid waste equipment. | | Insurance | Minimum coverage of $1,000,000.00 required. |

Assignment to JacMal Properties

On February 8, 2008, Allegheny Disposal assigned its interests in the lease and purchase option to JacMal Properties, LLC. This assignment was formally recorded in March 2008.

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2. Public-Private Partnership: The 2026 Transfer Station Proposal

A February 25, 2026, Letter of Intent (LOI) details a proposal between JacMal Properties and the Pocahontas County Solid Waste Authority (PCSWA) to address pressing infrastructure needs following the closure of the Pocahontas County Landfill.

Project Scope and Construction

JacMal proposed to acquire approximately 2 to 3 acres from the PCSWA to build a transfer station facility. The structure is envisioned as:

• Building: A 60’ x 80’ three-sided steel structure with 30’ walls.
• Flooring: A 40’ x 60’ concrete tipping floor and a dedicated trailer pit area.
• Equipment: Installation of a "Grizzly" brand model 215 SW trash crane (or equivalent).
• Infrastructure: Leachate collection systems and 3-phase electrical service.

Financial and Leaseback Structure

Upon completion, JacMal would lease the facility back to the PCSWA under the following terms:

• Lease Type: Triple net lease (PCSWA responsible for taxes, insurance, and most maintenance).
• Duration: 15 years.
• Monthly Rate: $16,759.00.
• Final Acquisition: At the end of the term, the PCSWA would purchase the real property and fixed assets for a sum of $1,103,495.24.

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3. Broader Regional Economic Development Activities (2007)

During the period leading up to the Green Bank lease, the GVEDC board minutes highlight several other high-priority regional projects.

Rahall Technology and Business Center

• Phase 2 Construction: GVEDC pursued a $1,000,000 Economic Development Administration (EDA) grant, matched by a $1,000,000 loan from the WV Infrastructure and Jobs Development Council.
• Tenant Recruitment: Negotiations were held with the FBI for a 4,000 sq. ft. backup computer facility (requiring redundant high-speed fiber optics) and the Region 1 Workforce Investment Board (WIB) for a 10,000 sq. ft. "One-Stop Center."

Fountain Springs Business Park

• M-Rock Expansion: M-Rock secured a contract with Lowe’s to supply stone products across 11 states. To meet demand, they expanded into space previously occupied by MannMade and installed a large drying kiln.

Sweet Springs Resort

• Restoration and Bottling: The project involved restoring a historic bathhouse (supported by a $75,000 grant) and launching a bottled water facility. Despite temporary layoffs and cash flow issues in mid-2007, the project secured a $500,000 loan from Pendleton County Bank to move forward.

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4. Legal and Administrative Oversight

The GVEDC’s operations were subject to strict administrative requirements and state mandates:

• Title Searches: The GVEDC board refused to accept property donations (such as the Sun Propane site or the Green Bank tract) until comprehensive title searches and appraisals were completed to ensure the property was "free and clear."
• REAP Compliance: In 2007, GVEDC faced a potential loss of $102,000 in annual LED grant funding if Greenbrier, Monroe, and Pocahontas Counties did not document compliance with the Rehabilitation Environmental Action Plan (REAP) through the Department of Environmental Protection.
• Appraisal Data:
  • Green Bank 3-Acre Tract: Appraised at $60,000 (October 2007).
  • East Fork Industrial Park (1.10 acre): Appraised at $27,500 (October 2007).
  • East Fork Industrial Park (0.61 acre): Appraised at $15,860 (October 2007).

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5. Significant Entity Relationships

The documents reveal a network of recurring entities and individuals central to the county's industrial landscape:

• Jacob Meck: Member/Owner of Allegheny Disposal, LLC; JacMal Properties, LLC; Jacob S. Meck Construction; and The Outhouse, LLC.
• GVEDC Leadership: Betty Crookshanks (President) and Richard Ellard (staff/representative).
• Pocahontas County Commission: Represented by James W. Carpenter (President).
• Pocahontas County Solid Waste Authority (PCSWA): Represented by David Henderson (Chairman) in 2026.

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From Raw Land to Regional Growth: An Aspiring Learner’s Guide to Economic Development

This guide explores the complex process of how local governments and specialized non-profit corporations work together to transform vacant land into thriving business hubs. Using real-world examples from Pocahontas County, West Virginia, we will break down the legal, administrative, and financial steps required to drive regional industry.

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1. Decoding the Language of Economic Development

To understand the process, we must first define what "Economic Development" means in a legal and governmental context. According to the Pocahontas County Commission (PCC), this term is defined by specific goals and strict boundaries to ensure public resources are used appropriately.

Activity Type	Description & PCC Criteria
Qualifying Activities	Efforts that seek to improve the economic well-being and quality of life for a community by "creating and/or retaining jobs and supporting or growing incomes and the tax base."
Explicit Exclusions	Activities that do not qualify include "residential housing, active crop land, or tree planting for harvest."

The "So What?" Insight

Concept: Legal Definition of Development. Application: When a local government owns "public land," it is held for the benefit of all citizens. By legally defining a project as "Economic Development" under these specific criteria, the government can justify the use of public land for private business operations. Result: The "payback" to the public is not the immediate cash from the land sale, but the long-term benefit of a higher tax base and new jobs that fund essential community services like schools and roads.

Transition: While the government provides the vision and the land, they often partner with a specialized organization tasked with the day-to-day work of business recruitment.

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2. The Power Partnership: GVEDC and the Pocahontas County Commission

Economic development is a collaborative effort. In this region, the primary partnership exists between the Pocahontas County Commission (PCC) and the Greenbrier Valley Economic Development Corporation (GVEDC).

The Grantor (PCC)	The Grantee/Lessor (GVEDC)
Role: The local government entity and original land owner.	Role: A non-profit, quasi-governmental corporation acting as the "lead economic development agency."
Function: Provides the land and establishes high-level restrictions (covenants) on how it can be used.	Function: Manages the property, conducts technical negotiations, and facilitates business recruitment across the region.
Authority: Establish "safety net" rights (reversionary clauses) to protect the public’s interest in the land.	Authority: Enters into leases and sale agreements with private companies and handles administrative oversight.

The "So What?" Insight

Concept: The Lead Agency Model. Application: The PCC chooses to donate land to the GVEDC rather than dealing with businesses directly because the GVEDC functions as a specialized "middleman." Result: As a non-profit corporation, the GVEDC has the flexibility to navigate complex industrial grants and multi-county property portfolios that would be administratively overwhelming for a standard county commission.

Transition: While these entities work together, their agreements include legal "safety nets" to protect public resources from being misused.

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3. Legal Guardrails: Understanding Reversionary Clauses and First Refusal

When public land is transferred for development, the government includes specific "hooks" in the deed to ensure the land remains a tool for growth rather than a private windfall.

• Reversionary Provisions: Found in the 2007 Green Bank Deed, this acts as a "reset button." If the land ceases to be used for economic development or if the holder attempts to transfer it to a non-commercial entity without permission, ownership automatically "reverts" (returns) to the PCC.
• Right of First Refusal: This gives the PCC priority. If the GVEDC or a tenant intends to sell the property to a third party, they must first offer it to the PCC for the same price. The PCC then has 30 days to exercise this right.

The "So What?" Insight

Concept: The Necessity of the "Waiver." Application: Private lenders, such as the Pendleton County Bank mentioned in the Sweet Springs project, are often unwilling to finance construction on land that has a Reversionary Clause. The bank cannot risk losing its collateral (the land) if the project fails and ownership reverts to the county. Result: To bridge this gap, the PCC must often "waive and release" these rights (as seen in the Allegheny Disposal lease) to allow a business to exercise a purchase option and secure the bank financing necessary for building.

Transition: Once the legal protections are understood, the focus shifts to the administrative steps required to prepare raw land for a tenant.

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4. The Administrative Roadmap: From Property to Profits

Turning raw land into a business site involves a chronological sequence of administrative steps that ensure transparency and legal security.

1. Title Search: This is the most critical first step. A cautionary tale exists in the Sun Propane property: a deed was prepared in 2002, but the GVEDC refused to record it for five years because a title search had not been completed. The lesson for the learner: Never accept a donation of land—even from a government—without ensuring the title is "free and clear" of old debts.
2. Appraisal: The GVEDC uses firms like Hodges & Associates to establish fair market value. For instance, the 3-acre Green Bank property was appraised at $60,000 in October 2007.
3. Title Transfer (The Deed): The PCC transfers land to the GVEDC for a "nominal" consideration of $1.00. This $1.00 payment is a legal necessity to make the contract valid, signaling that the actual consideration is the future public benefit, not the immediate cash.
4. Lease with Option to Purchase: The GVEDC then signs a lease with a business. In the Allegheny Disposal deal, the agreement included a credit system where monthly rent (150) was subtracted from the final purchase price (50,000) if the company chose to buy the land.

Transition: Land and legal agreements are only half the puzzle; the site must also be physically and financially supported by modern infrastructure.

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5. The Engine of Growth: Infrastructure and Grant Funding

A business cannot operate without the "bones" of a site: sewer, water, and roads. Economic development agencies secure this via grant funding.

• Major Sources: The USDA Rural Development (providing RBEG Grants), the WV Infrastructure and Jobs Development Council, and the U.S. Economic Development Administration (EDA).
• The 1:1 Match: Large-scale projects, like the Rahall Technology and Business Center, often require "matching grants." For Phase 2 of the Rahall Center, a 1,000,000 EDA grant** was matched 1:1 by a **1,000,000 loan from the WV Infrastructure Council to fund the $2 million project.
• Infrastructure in Action: Infrastructure is often legally established through a "Deed of Easement and Dedication." For example, the GVEDC granted an easement to the Greenbrier Public Service District No. 1 to provide essential sewer service to the Greenbrier Valley Airport Business Park.

Transition: These abstract concepts of law and finance come together in real-world deals that create local jobs and tax revenue.

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6. Case Study in Action: The Allegheny Disposal & JacMal Properties Deal

The Green Bank property illustrates how the economic development process supports local entrepreneurs and consolidates operations.

Deal Component	Details
Initial Lessee	Allegheny Disposal, LLC (Jan 2008).
Assignee/Entity	JacMal Properties, LLC (Assigned Feb 8, 2008).
Lease Term	99 years.
Monthly Rent	$150.00 (all payments credited toward purchase).
Purchase Option	$50,000.00 (exercisable at any time).
Purpose	Office and maintenance compound for solid waste disposal.

The Learning Narrative

This deal demonstrates the full strategic cycle. To help Jacob Meck consolidate three local businesses—Jacob S. Meck Construction Company, Allegheny Disposal LLC, and The Outhouse LLC—the PCC donated land to the GVEDC.

Note the strategic pricing: while the land appraised for 60,000**, the purchase option was set at **50,000. This $10,000 difference represents an "incentive"—a non-cash investment by the county to ensure the business stays local. By assigning the lease to JacMal Properties, LLC (a holding entity) while operating through Allegheny, the business gained the legal structure and financial security to build a permanent facility. This transition from public land to private ownership ultimately created a stable home for a company providing essential services to the county's citizens.

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Project Development Case Review: The Greenbank Property Acquisition and Lease-to-Purchase Evolution (2007–2008)

1. Project Initiation: The Jacob Meck Consolidation Request

Strategic business consolidation is a primary driver of regional economic stability. By centralizing operations to achieve economies of scale, local enterprises can mitigate overhead, streamline logistics, and improve overall service delivery. The Greenbrier Valley Economic Development Corporation (GVEDC) functions as a critical catalyst in these expansions, navigating the intersection of private-sector growth and public resource management.

In June 2007, local entrepreneur Jacob Meck initiated a proposal for the Pocahontas County Commission (PCC) to transfer a three-acre tract in Greenbank to the GVEDC. The objective was to consolidate three distinct business entities into a single, efficient operational hub. The entities involved were:

• Jacob S. Meck Construction Company: Previously operated out of a private residence in Greenbank.
• Allegheny Disposal LLC: Previously situated at a site near Marlinton.
• The Outhouse LLC: Also located at the Marlinton-area site.

Operational Rationale: The "So What?" of this centralization effort was the transition from disparate, geographically separated locations to a unified three-acre industrial site. By establishing a permanent home in the Green Bank District, the owner sought to optimize equipment maintenance, administration, and storage for his solid waste and construction services. This move was not merely logistical; it was a strategic effort to stabilize a key local service provider through infrastructure centralization.

This private request necessitated a formal inter-governmental property transfer to create the requisite legal framework for industrial development.

2. Institutional Framework: Property Transfer and Legal Covenants

The transfer of public land for private economic utility is an administrative process fraught with risk. The Pocahontas County Commission (PCC) must balance the need for development with the duty to protect public assets. Consequently, the conveyance of land often includes rigorous legal safeguards to ensure the public interest is maintained throughout the asset's lifecycle.

The mechanics of this conveyance were formalized in a deed dated October 2, 2007 (Deed Book 311, Page 60), with the following particulars:

• Grantor: The Pocahontas County Commission (PCC).
• Grantee: The Greenbrier Valley Economic Development Corporation (GVEDC).
• Nominal Consideration: One Dollar ($1.00) cash in hand.
• Property Description: A 3.00-acre tract in the Green Bank District, Pocahontas County, situated on the waters of Deer Creek near State Routes 28 & 92.

To mitigate risk, the PCC embedded restrictive covenants and a reversionary interest within the deed. The land was restricted strictly to "economic and industrial development," explicitly prohibiting residential use, timber harvesting, or active cropland. These clauses were designed to prevent "land banking"—where a developer holds low-cost public land for speculation—and to ensure the $1.00 transfer did not result in a private windfall without corresponding job creation. Additionally, the PCC retained a 30-day Right of First Refusal (ROFR), maintaining a final layer of oversight should the GVEDC attempt to alienate the property.

These safeguards established a controlled environment for asset management, allowing the parties to move toward formal valuation and tactical lease negotiations.

3. Asset Valuation and Tactical Negotiation

Transparency in the disposal of government-held assets requires independent valuation to establish a benchmark for fair market value. In this case, the valuation process served as the baseline for determining the appropriate level of public-private subsidy required to make the project viable.

A comparison of the independent appraisal against the negotiated option price reveals a strategic write-down:

Valuation Metric	Financial Detail
Independent Appraisal (Hodges & Associates)	$60,000.00
Negotiated Purchase Option Price	$50,000.00
Economic Development Incentive	$10,000.00

Between October and November 2007, the development lifecycle entered a period of financial due diligence. Following a meeting on October 18, Mr. Meck consulted with accounting and banking institutions to evaluate the most sustainable path for the high capital expenditure (CapEx) required for the site. The "So What?" of this delay was the strategic necessity to choose between an immediate purchase—which would drain liquidity—or a long-term leasehold estate that would allow the developer to preserve capital for the construction of the maintenance compound.

This period of analysis led to the selection of a lease-to-purchase framework, providing the developer with the necessary liquidity to move forward with site improvements.

4. Definitive Agreement: The 2008 Lease-to-Purchase Framework

A ninety-nine-year lease is a sophisticated compromise that offers the developer long-term capital improvement security while maintaining government oversight. The "Lease Agreement and Option to Purchase," executed on January 29, 2008, established the definitive framework for the project:

1. Term: A ninety-nine (99) year leasehold estate beginning February 1, 2008.
2. Rent/Term Discrepancy: While the term begins in February, the agreement contains an administrative quirk requiring $150.00 monthly payments to commence "the 1st day of January, 2008," effectively creating a back-dated obligation.
3. Purchase Option: A $50,000.00 purchase price available at any time during the term.
4. Credit Mechanic: Every monthly lease payment is credited toward the eventual purchase price.

The "linchpin" of this agreement was the PCC’s affirmative waiver of the reversionary clause and the ROFR for this specific project. By approving the "solid waste disposal service" as a valid economic development use, the PCC allowed the developer to encumber the real estate with a leasehold deed of trust. This was a critical strategic insight: without the waiver and the PCC’s consent to the lien priority, banking institutions would have refused to finance construction on leased public land.

With the legal and financial path cleared, the developer moved to isolate operational liabilities from the real estate assets.

5. Contractual Assignment and Final Execution

Modern industrial development often utilizes corporate assignments to facilitate asset management and risk isolation. By separating the operating company from the property-holding entity—a practice known as asset-liability decoupling—the developer can secure more favorable financing terms and protect the real estate from operational risks.

On February 8, 2008, the leasehold interest was assigned from Allegheny Disposal LLC to JacMal Properties LLC. This shift moved the 3-acre tract into a dedicated property-holding vehicle, signaling the transition from the planning phase to the construction and management phase.

Administrative finality was reached via the Recording Memorandum filed on February 29, 2008 (recorded March 3, 2008, in Deed Book 313, Page 234). The key signatories confirming the closure of the development lifecycle were:

• Betty D. Crookshanks: President, GVEDC (Lessor)
• Malinda Meck: Member, JacMal Properties LLC (Lessee)

The 2007–2008 evolution successfully transformed a three-acre public tract into a long-term industrial asset. Through a structured transition from a simple request to a 99-year lease-to-purchase framework, the GVEDC and PCC established a foundation for the Green Bank District to host a centralized business office and maintenance compound, ensuring regional service stability for the county's solid waste needs.