HomeMy WebLinkAbout09-11-20 Agenda Packet
THE FULL PACKET IS POSTED ON THE WEBSITE
www.mwmcpartners.org
MWMC MEETING AGENDA
Friday, September 11, 2020 7:30 AM – 9:30 AM (PDT)
Due to the Coronavirus Pandemic and Oregon Executive Order 20-16, the MWMC Meeting will be held
remotely via computer or phone.
To join the meeting by phone dial: 786-535-3211; Access Code: 839-830-405
7:30 – 7:35 I. ROLL CALL
7:35 – 7:40 II. CONSENT CALENDAR
a. MWMC 07/10/20 Minutes
Action Requested: By motion, approve the Consent Calendar
7:40 – 7:45 III. PUBLIC COMMENT: Public comment can be submitted by email to
kbishop@springfield-or.gov or by phone 541-726-3694 by 5 PM September 10, 2020 or
by phone at the meeting. All public comments need to include your full name, address,
if you are representing yourself or an organization (name of organization), and topic.
7:45 – 8:05 IV. FY 2020-21 SUPPLEMENTAL BUDGET #1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Valerie Warner
Action Requested: Approve, by motion, Resolution 20-12
8:05 – 8:45 V. REGULATORY UPDATE NPDES PERMIT RENEWAL STATUS . . . . . . . . . . . . . Todd Miller
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . and Bryan Robinson
Action Requested: Informational and Discussion
8:45 – 9:10 VI. STRATEGIC COMMUNICATIONS UPDATE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Loralyn Spiro
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . and April Miller
Action Requested: Informational and Discussion
9:10 – 9:25 VII. BUSINESS FROM COMMISSION, GENERAL MANAGER, & WASTEWATER DIRECTOR
9:25 VIII. ADJOURNMENT
MWMC MEETING MINUTES
Friday, July 10, 2020 at 7:30 a.m.
Due to the Coronavirus Pandemic and Oregon Executive Order 20-16, the MWMC
Meeting was held remotely via computer or phone. Meeting was video recorded.
President Farr opened the meeting at 7:30 a.m. Roll call was taken by Kevin Kraaz.
ROLL CALL
Commissioners Present: Pat Farr, Bill Inge, Doug Keeler, Walt Meyer, Joe Pishioneri, Peter
Ruffier, and Jennifer Yeh
Staff Present: Lou Allocco, Meg Allocco, Jolynn Barker, Katherine Bishop, Dave Breitenstein, K.C. Huffman (attorney), Kevin Kraaz, Shawn Krueger, Barry Mays, Troy McAllister, James McClendon, Michelle Miranda, Sharon Olson, Melanie Ryan, Loralyn Spiro, Matt Stouder, Mark Van Eeckhout, Valerie Warner, Greg Watkins,
CONSENT CALENDAR
a. MWMC June 12, 2020 Meeting Minutes
MOTION: IT WAS MOVED BY COMMISSIONER PISHIONERI WITH A SECOND BY
COMMISSIONER YEH TO APPROVE THE CONSENT CALENDAR WITH CORRECTION. THE MOTION PASSED UNANIMOUSLY 7/0. PUBLIC COMMENT
There was no public comment. CONSULTANT CONTRACT AMENDMENT AUTHORITY FOR RNG UPDATES PROJECT P80095
Mark Van Eeckhout, Civil Engineer, stated that he is in front of the Commission to provide an update on the RNG project and to ask for an increase in amendment authority for design consultant Kennedy Jenks. Mr. Van Eeckhout gave a brief overview of the history of the RNG project that began with a biogas utilization study in 2012. Coming out of this study, an RFP was
released and Kennedy Jenks was selected to conduct a two phase study/design. The project
began with the phase one study. After completion of the phase one study, an amendment was completed releasing phase two design work and moving the project out of the phase one planning and into phase two for design and construction support services. Included in this phase two work,
MWMC Meeting Minutes
7/10/2020
Page 2 of 8
Kennedy Jenks supported the drafting of the RNG interconnection agreement with Northwest Natural. Currently, the RNG project is in the beginning stages of construction.
Mr. Van Eeckhout is asking for an increase in amendment authority on Kennedy Jenks design contract to allow the project to address issues that have arisen from a lengthy and complex design process with multiple stakeholders. One of the main design changes the project has faced was necessitated by the need to change pre-purchase processing equipment (RNG Upgrading
Equipment) from a membrane system to a Pressure Swing Adsorptions (PSA) System. Other technical changes were needed to support maintenance issues involving the redesign the Hydrogen Sulfide tank access, gas routing, and compressor noise concerns. Mr. Van Eeckhout said that the current budget for the RNG project is $14.5 million. Presently, with
the signed contracts, the project is committed to $12.4 million. It is anticipated that the number will increase due to factors such as an increase in design contract authority and the potential use of construction contingency. However, it is still expected that the project will remain within budget. Commissioner Pishioneri asked if they were, in fact, 30% off on the original cost estimate for the
consultant and if the contract value includes the 15% allowance. Mr. Van Eeckhout replied that is correct, and that yes the current value includes the original allowance. Mr. Stouder mentioned the changes that have been needed since the project began that require additional design. Commissioner Pishioneri is concerned that the cost is significantly higher than the estimate and
that construction costs will also increase. That could put the final cost of the project at much higher than originally presented. Mr. Van Eeckhout replied that he doesn’t expect the construction costs to go above the 15% allowed. He explained that this project is complicated and on the cutting-edge so estimates are harder to nail down. Commissioner Pishioneri added that he is excited by the project but the Commission’s responsibility is to control the cost, especially when
presented with the estimates. President Farr said that he understands the concerns but the benefits of the project go beyond the cost.
Commissioner Inge asked Mr. Van Eeckhout if he still plans on bringing the project in under budget, despite the new monies. Mr. Van Eeckhout answered that he does anticipate the project coming in under the current budget of $14.5 million. Commissioner Inge added that he is concerned by projects with significant dollar amounts but it is okay as long as it stays within the budget.
Commissioner Ruffier asked if the proposed resolution for an increase is consistent with the new purchasing rules. He noted that there was a section of the new rules that stated “cumulative amendments may not increase the total contract price to greater than 125%” for small procurements and he is not sure what this contract is classified as. Mark replied that Kristen
Denmark, MWMC legal counsel, helped draft the resolution. K.C. Huffman, MWMC legal counsel, added that they used the formal process for Kennedy Jenks’ contract. Mr. Huffman said that the contract was drafted under the old procurement rules without the limitation and is not sure how it would apply to existing contracts. He will discuss and verify that with Ms. Denmark.
Commissioner Pishioneri added that he understands this project is a first-of-its-kind but the budget has increased from $7 million to $14.5 million, and hopes that it stays within its current
MWMC Meeting Minutes
7/10/2020
Page 3 of 8
budget. Mr. Stouder said that a project like this can be hard to estimate, and that during the initial budget development process they came in low due to not knowing how the project would develop.
Commissioner Meyer asked about the pieces of the project Kennedy Jenks is doing the design for. Mr. Van Eeckhout replied that they designed the RNG Gacility and the interconnections to the biogas processing equipment, and that NWN is providing the design for the Receipt Point Facility and pipeline to their distribution network. Commissioner Meyer said that he is concerned about
the creep. He wants Kennedy Jenks to know that they can get the work done within the $2.2 million that will be approved. Mr. Stouder replied that he has talked to Mark Cullington from Kennedy Jenks about that and he understands. RESOLUTION 20-10: IN THE MATTER OF CONTRACT AMENDMENT AUTHORITY FOR
MWMC PROJECT P80095-ENGINEERING CONSULTING SERVICES FOR RNG UPGRADES MOTION: IT WAS MOVED BY COMMISSIONER PISHIONERI WITH A SECOND BY COMMISSIONER YEH TO ADOPT RESOLUTION 20-10. THE MOTION PASSED UNANIMOUSLY 7/0. 2020 PROCUREMENT RULES UPDATE K.C. Huffman, MWMC legal counsel, presented the new rules passed by the 2019 Oregon
Legislature and drafted by the Attorney General. The first new rule is a consideration of state-to-debt status. It is a part of the evaluation of a bid. If there is a level of debt too high, according to the regulation, then the Commission would be ineligible to award the bid. The next new rule is a revision of ORS 279C.110. The revision allows cost and qualifications to be considered when awarding a contract, and the statue clearly outlines the steps that are required to do that. The third
rule is regarding retainage that is held with contracts. In some cases, retainage will have to be held in an interest-bearing escrow account. The total retainage in the account should not exceed FDIC’s limitations. Mr. Huffman recommends adding to the Project Manager’s checklist that they make sure that the limitation does not exceed the insured amount. Another rule to consider is the Diesel Engine Contract Requirements. Currently, it is not applicable to the MWMC but could be in
the future. Mr. Huffman stated that there is now a provision that allows transfer, sell, or disposal of personal property. The limit for disposal of personal property is an aggregate value of $500 or less. However, if the cost of sale exceeds the proceeds then it is allowed. Another option for the
Commission is to approve a variance to the dollar amount of $500. Commissioner Pishioneri asked if there is a time constraint in the rules. Mr. Huffman replied that he doesn’t recall a time limit mentioned. Mr. Stouder suggested that the Commission approve the other amendments but revisit the issue of disposal of personal property at a later meeting after
researching the timing issue. Mr. Huffman asked the Commission if there is a time limit they would like to recommend. He recalls that previous conversations mentioned one year but it is not currently in the provision. Commissioner Pishioneri said that many public agencies have a sale once a year and he thinks they should put a time perimeter in the provision. All seven Commissioners approved Mr. Huffman adding the time restriction to the provision. Mr. Huffman
suggested to rephrase 6(e)(C): As set forth in (i) – (iii) below, the Commission, once a year, may
dispose of Personal Property by recycling, donation, or designation as waste. Mr. Stouder asked if it would be better to say it is on an annual basis, rather than yearly, because the plant would only
MWMC Meeting Minutes
7/10/2020
Page 4 of 8
have a day to prepare and disclose everything. Small items are not disposed of once a year but as the situation arise.
Commissioner Meyer said it will not work to say annual. The intent of the provision is to limit things that can be aggregated. Limiting it to an annual basis will hamstring the plant. Commissioner Pishioneri asked if storage of personal property was the issue. Mr. Breitenstein
replied that if it is a small item then there is not an immediate need to get rid of it but there is a benefit to it. Flexibility is best. President Farr asked Mr. Huffman if he could add some flexibility in the provision. Mr. Huffman replied that he can. He recommended that the Commission adopt the amendment as is and he will
prepare a change to section “C” that they can go over at an upcoming meeting Commissioner Pishioneri suggested inserting “or upon notification to the Commission.” Mr. Breitenstein asked if everything that is waste needs to be recorded and its value noted. Mr. Huffman replied that he would like to get Accounting’s perspective on depreciating assets versus
inventory. If it is not something that is usually tracked by Accounting then they would follow the same guidance and not need to be reported under this provision. RESOLUTION 20-11: IN THE MATTER OF ADOPTING REVISED PUBLIC CONTRACTING RULES – 2020 COMMISSION RULES WITH A FUTURE AMENDMENT ANTICIPATED IN
SECTION ‘C’ INDICATING TIME FRAME AND VALUES MOTION: IT WAS MOVED BY COMMISSIONER PISHIONARI WITH A SECOND BY COMMISSIONER MEYER TO ADOPT RESOLUTION 20-11. THE MOTION PASSED UNANIMOUSLY 7/0.
SDC ANNUAL INFLATIONARY ADJUSTMENT
Matt Stouder, MWMC General Manager, gave an overview of SDCs. SDCs are fees that are
collected during expansion, new development, or an intensification of use on property that is served by municipal infrastructure, and the SDCs collected allow for funding to be accumulated to accommodate growth associated with development in the community and help pay for new systems to be installed that would otherwise be paid for with user’s fees. SDC also allow for sufficient capacity to be ready and available when growth occurs. Our regional wastewater SDC
methodology was adopted in 2004 and was last modified in 2009. Beginning each fiscal year, on July 1st, regional wastewater SDCs are adjusted for inflation consistent with the methodology. This year there have not been inflation adjustments due to COVID-19; that was decided during the May commission meeting. However, the Commission requested a discussion on the SDC annual inflationary adjustment at today’s meeting.
Last year, about $2.2 million in revenue was collected from SDCs, and the year before that was about $2.3 million. SDCs fluctuate based on the level of development activity. Assuming that same level of revenue collection this year, a 1.067% estimate would reflect about $25,000 in additional monies. Mr. Stouder provided four options on how to handle SDCs inflationary
adjustment this year. The first option is to delay it by a month and have the changes go into effect on August 1st. Or choose to implement the adjustment on January 1, 2021. Another suggestion is
MWMC Meeting Minutes
7/10/2020
Page 5 of 8
to wait a full year to implement the adjustment. And finally, the Commission can choose to forgo the inflationary adjustment all together this year.
President Farr pointed out that SDCs impact the cost of housing so the Commission should act judiciously. He wants to be assured that the adjustment does not go above inflation. Mr. Stouder replied that cost is based on construction inflation for the year and to go beyond that would require a change in their methodology.
Commissioner Meyer said that he thinks 1% is small but, given the conditions that we are in, we can afford to wait a year. He suggested revisiting the issue in June of 2021. Commissioner Pishioneri said that he agrees with Commissioner Meyer. It could be easier that
way because it is something that is done at the beginning of the fiscal year. Commissioner Meyer explained that option three allows for a chance to recover the inflation increase that they are forgoing. While with option four they will lose that chance.
Commissioner Pishioneri wonders if it is worth the finance team's efforts to try and track the inflation increase, as opposed to just looking at it at the beginning of the fiscal year and making the adjustment at that time. Mr. Stouder said that it would be a fairly simple exercise to capture the increase they are forgoing this year for option three. Commissioner Pishioneri said that he does not want to go back and take money that was not collected if it was not needed for budgetary
items. It will negate the reason for not collecting the adjustment in the first place. Mr. Stouder clarified that the adjustment will not be retroactive and will only be applied going forward. Commissioner Yeh asked what the $2 million dollars represents to the Commission. Mr. Stouder replied that the revenue from SDCs are used to help fund the MWMCs capital program, along with
user fees. Staff anticipates a future permit to be very costly in terms of requirements to implement; SDCs will help us implement requirements associated with our permit. Ms. Bishop added that SDCs are meant to keep things equitable by customer class as opposed to subsidies from monthly user fees that would be offsetting some of the System Development Charges. Through May of this year, they have collected about $1.6 million in SDCs. She said that they really don’t
want to fall behind on inflationary adjustments. Their methodology is fairly aged, compared to other cities, so the inflationary adjustments are lower. The adjustment would bring in approximately $25,000 for the year. Commissioner Yeh said her concern is that they are sacrificing the future of what they need to be
building and they are an essential service. She is comfortable with option three because it will allow them to recover the costs in the future. Ms. Bishop added that because Springfield and Eugene are partners, they will have to implement the changes at the same time for the MWMC. Commissioner Ruffier said that the way option three is worded implied a catch up next year and
he prefers to move forward with option three with a stipulation that they will review next year before applying a catch up. Mr. Stouder said that is his understanding, at this point in time. All seven commissioners approved moving forward with option three, waiting a full year to implement the SDC inflationary adjustment, with Commissioner Ruffier’s adjustment.
MWMC Meeting Minutes
7/10/2020
Page 6 of 8
MWMC PRETREATMENT PROGRAM UPDATE
Shawn Krueger, Environmental Services Supervisor, and Michelle Miranda, Operations Manager, gave some background on the MWMC's Pretreatment Program. Mr. Krueger stated that the foundation of the program is the legal authority to implement it. The requirements begin with the federal EPA Clean Water Act, move down to the MWMC’s NPDES Permit, and then to the Model Ordinance and Local Codes. Each city has its own pretreatment program but operates under one
code. Ms. Miranda said that Industrial Wastewater Surveys are used to identify and locate the industries that may be subject to pretreatment program requirements. There are three categories that the industries can be put into, based on their discharge: Non-categorical Significant Industrial User, Categorical Significant User, and Zero-discharge Categorical Industrial User.
Mr. Krueger presented a slide listing the local limits/federal regulations, which are revised periodically, that no industrial user can discharge pollutants in excess of. The permitted industries contribute 3% of the total flow coming into the plant. Ms. Miranda said that there was no noticeable decrease in flow because of COVID-19. She said that future necessary program changes will need Commission input like updates to city codes and revisions to model ordinance,
local limits evaluation and revision, revised fish consumption numbers, and the Willamette Total Maximum Daily Load. These changes are driven by federal and state rules. Mr. Krueger said that both Springfield and Eugene are working on updates to the city’s code and revisions to the model ordinance and these will not be finalized till the new permit is received. Ms. Miranda spoke about the 2019 technical evaluation of local limits. The current local limits are protective of plant
processes but they do anticipate future changes to them. She presented a table with the proposed local limit revisions. Commissioner Ruffier asked if there is a plan to update the headwork’s loading to get an advance notice or insight into which limits will end up going down. Ms. Miranda replied that the 2019 study
did just that. The calculations included the updates to the water quality standard. Commissioner Ruffier asked if they had any predictions on what the impact will be. Ms. Miranda said that there are some pollutants that would become more restrictive while others will be less.
Commissioner Ruffier asked if being more restrictive will cause a problem for the dischargers. Ms. Miranda said that they looked at that and the answer was no, not with the current dischargers that they have. Commissioner Meyer asked if they have done any trending of the metals in biosolids to see what
the historical changes are. Ms. Miranda replied that they recently looked closely at the rising levels of zinc. What they discovered is the more zinc is coming in from the community and not the industries. Commissioner Ruffier asked what they are doing to address food processors under oversight and
FOG. Ms. Miranda replied that due to COVID-19, there has been a decrease in inspections for FOG. Pre-COVID, Eugene dedicated one person to be solely responsible for the restaurants in the area. They also implemented field mobility that allows for the inspector to go out and do multiple inspections and get the results to the industries quickly. Mr. Krueger added that Springfield is doing similar. He said the food service industries are required to submit reports on
their cleaning efforts. They also work closely with operations to spot any increases in FOG.
MWMC Meeting Minutes
7/10/2020
Page 7 of 8
BUSINESS FROM COMMISSION, GENERAL MANAGER, AND WASTEWATER DIRECTOR
Commission:
Commissioner Ruffier wanted to have a discussion about a program to do monitoring and surveillance of the wastewater system for the presence of COVID-19. The technology is advancing rapidly for the collection and preparation of samples for wastewater in the field of COVID-19 monitoring. He would encourage direction to staff to really begin engaging in the
process of evaluating the techniques necessary to provide surveillance and to start developing a plan that will include estimates of what would be needed regarding resources, staff timing, and anything else involved that will allow them to quickly initiate a program to monitor the wastewater system. He anticipates that the University of Oregon may approach them to be a partner is such an effort. If not the UO, the Lane County Public Health Authority would
appreciate getting some information on the baseline prevalence of COVID-19 in the communities that they serve. Commissioner Keeler said that when they embark in data gathering and monitoring they really want to start with outlining the objectives of collecting. It might be worthwhile to know where
they are at but do they want to establish some type of action or responses they might take in regard to any thresholds they might see. Commissioner Ruffier said that he agrees and that will be part of the undertaking which would be to identify the capabilities of testing for COVID-19. It will be something that comes out of the initial evaluation.
Commissioner Pishioneri said that he understands the interest but does not get the outcomes in regards to the benefits related to those perceived outcomes. He does not see a trend nationwide for that to be required or need to be done. He is not convinced that the outcomes are worth the time or effort. Commissioner Ruffier replied that there is work now that indicates being able to detect the presence of COVID-19 in wastewater is a precursor to actual positive
test results in the community. President Farr said that any information they gather will be beneficial.
Commissioner Yeh said that she is in favor of Commissioner Ruffier’s proposal. She would be
interested in getting back from staff information on how it can be done, cost, and how it is helpful. Mr. Stouder said that staff can provide information in the next communication packet, or they
can have a special meeting. Mr. Brietenstein said to get an accurate estimate of cost they
need to narrow the goal. They have not done any testing yet but are monitoring what is going on nationally and in the state. According to guidance from ACWA, the first thing to do would be to identify the goals of the monitoring program because that drives the amount of resources needed.
Commissioner Ruffier said that they can narrow the focus to finding the technology and techniques necessary to collect and prepare samples for analysis. Also, do a minimum monitoring effort to test the efficacy of the techniques. He does not anticipate a significant increase in resources to implement the program.
Commissioner Keeler said he would like part of the report to explore potential objectives and their benefits.
MWMC Meeting Minutes
7/10/2020
Page 8 of 8
Commissioner Meyer said that Oregon State University has been doing some of that research, and they have confirmed that the virus is there and its hotspots. He is interested in knowing
what they have learned about what is going on and the cost. At this stage, testing their system would be an exercise in gaining knowledge but not be useful because of the prevalence of the virus now. Mr. Stouder replied that they can provide that information request plus potential partnerships and cost.
General Manager:
K evin Kraaz is retiring and this is her last MWMC Commission Meeting.
Ms. Bishop informed the commission that by the end of June they are projected to have made 98.9% of their budget goal for monthly user fees. For septage revenue at the plant, they are at about 110% of their budget goal. SDC budget goal was $1.74 million and through May they have collected $1.613 million. She expects to reach the total goal by the end of June.
The summer event series at the Lane Events Center that the MWMC is sponsoring has taken off. Ms. Spiro added that they have sold out at each show.
Wastewater Director:
Mr. Breitenstein said that they were able to fulfill the DEQ’s data request to prepare for permit renewal.
The sheriff’s work crew is back at the plant aiding with grounds keeping. He will provide the price comparison between them and Northwest Youth Corps at a later time. ADJOURNMENT
President Farr adjourned the meeting at 9:30 a.m.
Submitted by: Jolynn Barker
M E M O R A N D U M
DATE: September 3, 2020
TO: Metropolitan Wastewater Management Commission (MWMC)
FROM: Valerie Warner, MWMC Accountant
SUBJECT: FY 2020-21 Supplemental Budget #1
ACTION
REQUESTED: Approve Resolution 20-12
_____________________________________________________________________
ISSUE
The purpose of this memo is to request approval of Resolution 20-12 authorizing proposed
supplemental budget requests for FY 2020-21. This is the first of three supplemental budgets
processed each year to adjust for corrections and new information.
DISCUSSION
Fiscal year 2020-21 wastewater rates and budget amounts were based upon estimates derived
from FY 2019-20 estimated expenditures, inflationary factors, projected debt and other
considerations identified during the FY 2020-21 budget development process.
Actual amounts often differ from estimates used during the budget process, principally because
the budget development process takes place mid-year. Consequently, estimates for the future
year are based on approximately six months actual experience. As a result, certain adjustments
are necessary at the beginning of a new fiscal year in order to reconcile actual prior year ending
balances with budgeted beginning balances for the subsequent year.
Staff now has final capital project costs and ending cash amounts for FY 2019-20. When ending
cash is more than estimated, an increase to the subsequent year beginning cash is recorded. This
amount must be offset with a corresponding increase to the appropriate subsequent year
reserves, unless some of the additional funds are requested to be carried over or used to fund
new spending requests. In the event that ending cash is less than estimated, a decrease to the
subsequent year beginning cash is recorded. This amount must be offset with a corresponding
decrease to either a reserve or an expenditure line in the subsequent year. Staff is requesting
that a portion of the additional capital cash carryover from FY 2019-20 be allocated among
carryover requests for existing projects with a portion funding new capital requests and the
remaining amount recorded as additions to reserves. For the operating fund, which ended the
Memo: FY 2020-21 Supplemental Budget #1
September 3, 2020
Page 2 of 4
year with less than estimated cash, staff is proposing to balance the reduction in beginning cash
with a reduction to the FY 2020-21 capital transfer. Below are the specific recommendations:
Operating Fund:
The Commission is requested to approve a decrease to the Operating Fund Beginning
Cash of $497,108. This transfer will align the FY 2020-21 Budgeted Beginning Cash
balance with the actual cash balance at June 30, 2020.
The Commission is requested to approve the carryover of $65,784 in Environmental
Services for Small Home SDCs. This request represents the unspent amount of the original
$100,000 appropriation.
The Commission is requested to approve a decrease to the Operating Transfer to Capital
Fund in the amount of $562,892. This will also entail an offsetting decrease to the revenue
account in the Capital Fund.
Capital Funds:
The Commission is requested to approve an increase to Beginning Cash of $5,104,800.
This action will align the FY 2020-21 Beginning Cash balance with the actual cash balance
at June 30, 2020.
The Commission is requested to approve a carryover of $3,416,503 from FY 2019-20
Capital Projects funding, which will result in a net increase to the FY 2020-21 capital
budget. These carryover items include:
No new capital project funding is being requested at this time for any capital projects proceeding
in FY 2020-21.
Memo: FY 2020-21 Supplemental Budget #1
September 3, 2020
Page 3 of 4
The Commission is requested to approve a carryover of $95,000 from FY 2019-20
Equipment Replacement funding, which will result in an increase in the FY 2020-21
Equipment Replacement budget. These carryover items include:
No new funding is being requested at this time for any Equipment Replacement work planned
for FY2020-21.
The Commission is requested to approve a carryover of $225,000 from FY 2019-20 Major
Rehab funding, which will result in an increase in the FY 2020-21 Major Rehab budget.
These carryover items include:
Additional funding is being requested in the Major Rehabilitation Category as follows:
The Commission is requested to approve a carryover of $200,000 for Major Capital Outlay,
which will result in an increase in the FY 2020-21 Major Capital budget. The item is
described below:
Item Description Proposed New Funding
Screw Pump Wet Well Concrete Rehab, Plant 400,000$
Demolition, Site Cleanup, Brown Lane 50,000
Structural Assessments, SHT Wall Rehab 40,000
CC Chamber Rehab, Final 20,000
510,000$
Item Description Proposed Carryforward
Labworks LIMS Software Replacement 200,000$
Memo: FY 2020-21 Supplemental Budget #1
September 3, 2020
Page 4 of 4
Additional funding is being requested in the Major Capital Outlay as follows:
The Commission is requested to approve adjustments to the ending capital reserves as
follows:
Taken together, individual actions requested above accomplish the following objectives:
Modification of FY 2020-21 beginning cash balances to reflect actual FY 2019-20
operating results in compliance with State Budget Law.
Carryover of funds into the current fiscal year associated with specific capital projects and
operations items that were budgeted in FY 2019-20, but will actually be expended on the
same or other items in FY 2020-21.
Additional for planned and scheduled capital items.
Establishment of reserves as appropriate to balance increases and decreases in the FY
2020-21 operating and capital budgets.
ACTION REQUESTED
Approve, by motion, Resolution 20-12 authorizing the budget actions requested in this
memorandum.
ATTACHMENTS
1. Attachment 1 – Summary of Changes
2. Resolution 20-12
Item Description Proposed New Funding
Labworks LIMS Software Replacement 170,000$
Capital Reserve (796,489)$
Equipment Replacement Reserve 476,323
SDC Reserve - Reimbursement 209,385
SDC Reserve - Improvement 36,186
(74,595)$
Attachment 1 – Summary of Changes
FY 2020-21
MWMC - Supplemental Budget #1 Summary
CAPITAL OPERATING TOTAL
BEG CASH ADJUSTMENT 5,104,800$ (497,108)$ 4,607,692$
REQUESTED CARRYFORWARDS (3,936,503) (65,784) (4,002,287)
NEW SPENDING REQUESTS (680,000) (680,000)
-
ADJUST TRANSFER FROM OP TO CAPITAL (562,892) 562,892 -
-
NET CHANGE TO RESERVES (74,595)$ -$ (74,595)$
Capital Reserve (796,489)$
Equipment Replacement Reserve 476,323
SDC Improvement Reserve 36,186
SDC Reimbursement Reserve 209,385
(74,595)$
ATTACHMENT 2
Resolution 20-12
Page 1 of 3
METROPOLITAN WASTEWATER MANAGEMENT COMMISSION
RESOLUTION 20-12 ) IN THE MATTER OF APPROVAL OF FISCAL
) YEAR 2020-21 SUPPLEMENTAL BUDGET #1
WHEREAS, the Metropolitan Wastewater Management Commission (MWMC) approved the
FY 2020-21 Budget on April 10, 2020 pursuant to Resolution 20-06;
WHEREAS, sewer rates and budget amounts for the FY 2019-20 Budget were based upon
certain estimates;
WHEREAS, additional information from actual experience regarding the FY 2019-20 Budget
is now available and actual prior fiscal year ending balances can be reconciled with the beginning
budgeted balances for the FY 2020-21 Budget;
WHEREAS, a reduction in the budget for Beginning Cash, Operations, in the amount of
$497,108, will align the FY 2020-21 Budget for Beginning Cash with the actual cash balance as of
June 30, 2020;
WHEREAS, the carryover of $65,784 to Springfield Operations from unexpended FY 2019-20
operations funding is appropriate because that amount remains unspent from the original
appropriation to fund small home SDC costs;
WHEREAS, a reduction in the transfer out from the Operating reserve to the Capital reserve
in the amount of $562,892, restores the Operating reserve budget to the target amount proscribed
by MWMC financial policy;
WHEREAS, a reduction in the Capital revenue account, transfer in from the Operating reserve
in the amount of $562,892, is appropriate to offset the reduction in this transfer from the Operating
fund;
WHEREAS, the increase of $5,104,800 to Beginning Cash, Capital, will align the FY 2020-21
Budget for Beginning Cash with the actual cash balance as of June 30, 2020;
WHEREAS, the carryover of $3,416,503 from FY 2019-20 Capital Project funding is
appropriate because capital projects are fully budgeted in the year the contracts are awarded even
though capital projects often span more than the fiscal year in which the contract is awarded and
certain projects are ongoing;
ATTACHMENT 2
Resolution 20-12
Page 2 of 3
WHEREAS, the carryover of equipment replacement ($95,000), major rehabilitation
($225,000), and capital outlay ($200,000), funding is appropriate because items that were budgeted
for FY 2019-20will not be incurred until FY 2020-21;
WHEREAS, an increase to the major rehabilitation budget of $510,000 in addition to the
carryover, is appropriate because estimated total project costs have increased for rehabilitation
work on the screw pump wet well concrete ($400,000), Brown Lane demolition ($50,000), Structural
Assessments, SHT Wall ($40,000) and Chlorine Contact Chamber ($20,000);
WHEREAS, an increase to the major capital outlay budget for acquisition of the LIMS system
of $170,000 in addition to the carryover, is appropriate because total project costs have since been
more accurately identified;
WHEREAS, a decrease to the Capital Reserve of $796,489 is appropriate as the net of
increased Beginning Cash, carryovers and new funding requests;
WHEREAS, an increase to the SDC Equipment Replacement Reserve of $476,323 is
appropriate as the net of increased Beginning Cash and carryover requests;
WHEREAS, an increase to the SDC Reimbursement Reserve of $209,385 is appropriate as a
portion of increased Beginning Cash;
WHEREAS, an increase to the SDC Improvement Reserve of $36,186 is appropriate as a
portion of increased Beginning Cash;
WHEREAS, MWMC has appointed a duly authorized Executive Officer for efficient execution
of the day-to-day administration of MWMC business
NOW, THEREFORE, BE IT RESOLVED BY THE METROPOLITAN WASTEWATER
MANAGEMENT COMMISSION:
The FY 2020-21 Supplemental Budget #1 as presented to the MWMC on September 11, 2020, is
hereby approved.
ADOPTED BY THE METROPOLITAN WASTEWATER MANAGEMENT COMMISSION OF
THE SPRINGFIELD/EUGENE METROPOLITAN AREA ON THE 11TH DAY OF SEPTEMBER 2020.
__________________________________________
Pat Farr, MWMC President
Digital Signature:
ATTACHMENT 2
Resolution 20-12
Page 3 of 3
Approved as to form: _________________________
K.C. Huffman, MWMC Legal Counsel
Attest: ____________________________________ _
Jolynn Barker, MWMC Acting Secretary
Digital Signature:
Digital Signature:
______________________________________________________________________________
M E M O R A N D U M
DATE: September 3, 2020
TO: Metropolitan Wastewater Management Commission (MWMC)
FROM: Todd Miller, Environmental Services Supervisor
SUBJECT: Regulatory Update – NPDES Permit Renewal Status
ACTION
REQUESTED: Information only
ISSUE
The MWMC is slated on the Oregon Department of Environmental Quality’s (DEQ’s) five-year permit
issuance plan (PIP) for permit renewal in 2021. The 5-year PIP identifies the renewal schedule for all
National Pollutant Discharge Elimination System (NPDES) permits in Oregon. Prior to issuing the
MWMC’s permit, the DEQ will continue updating information related to the MWMC’s permit and follow a
process for draft permit review and adoption. At the September 11, 2020 MWMC meeting, staff will
provide further detail on anticipated steps leading up to the MWMC’s NPDES permit renewal.
BACKGROUND
Staff provides periodic updates to the Commission on the MWMC’s NPDES permit renewal status, new
and emerging regulatory issues potentially affecting the MWMC’s permit, and the MWMC’s readiness for
permit renewal. Past updates provided overviews of the Clean Water Act and NPDES permitting drivers,
the history and timelines of DEQ’s permit renewal processes, and key regulatory updates and changes
since 2002, when the MWMC’s currently administratively extended NPDES permit was issued. At the
April 2020 MWMC meeting, staff reviewed the MWMC’s status in the DEQ’s permit readiness review and
PIP timeline, the DEQ tools and reference documents supporting permit renewal, and the DEQ permit
template comprising the six sections, known as Schedules A through F, of a NPDES permit.
The topics outlined for the next update, discussed herein, were:
Steps of the permit renewal process
Temperature TMDL, permit limit status, and compliance schedule
Mercury TMDL, Variance, and Mercury Minimization Plan
Biosolids and Recycled Water Use Plan updates and options
Local limits and pretreatment program updates
Memo: Regulatory Update – NPDES Permit Renewal Status
September 3, 2020
Page 2 of 4
Additionally, the Commission requested more information related to Willamette River water-quality
limited listings for aquatic weeds, dissolved oxygen, and biocriteria and what impact they may present
to the MWMC, whether additional whole effluent toxicity (WET) testing is required or can be minimized,
the current Schedule F language regarding responsibility to meet any ongoing toxics limits not
otherwise listed in the permit, and what the timeline for adopting a Mercury Minimization Plan will be.
DISCUSSION
In addition to updates related to the topics above as identified at the April 2020 MWMC meeting,
updates related to toxics monitoring are discussed below. Given the DEQ’s PIP status, the timeline
involved for permit renewal, and the scope of issues discussed below, staff anticipates the MWMC’s
permit reissuance could occur as early as the latter half of 2021 or as late as sometime in 2022.
PIP Status
The DEQ issues an annual PIP establishing a quarterly schedule for all industrial and domestic NPDES
permit renewals; the annual schedule runs from October 1 to the following September 30. While the
five-year PIP places the MWMC’s permit in the middle of the 2020-2021 PIP year, better certainty on
timing will be presented in the DEQ’s new annual PIP (expected in September or October 2020). Staff
anticipates the MWMC will fall in fourth quarter of the upcoming PIP (i.e. July-September 2021).
However, depending on the DEQ’s progress on the current PIP and the necessary steps prior to the
MWMC’s permit reissuance, the timeline could extend final permit renewal into later 2021 or 2022.
Permit Renewal Steps
Prior to DEQ’s issuance of a new NPDES permit, several steps are required for data review, permit writing,
and draft permit comment. The phases of permit renewal include:
Application and data review
Data gap analysis and requests for data
Assignment of a permit writer
Reasonable potential analysis (RPA) assessments for effluent limits
Permit drafting
Applicant review draft
Public comment period
Final permit issuance
DEQ is in the data gathering stage and has not yet assigned a permit writer to the MWMC.
Temperature TMDL, permit limits, and compliance
Staff continues to coordinate with the DEQ to confirm the MWMC’s new thermal load limits and
compliance requirements. Due to the legal rulings regarding the 2006 Willamette Temperature Total
Maximum Daily Load (TMDL), the DEQ is required to revise the TMDL by August 2023. In the interim, the
DEQ’s policy is to apply the more stringent of either a pre-TMDL thermal load limit calculation or the
2006 TMDL waste load allocation in new permits. For the MWMC, the pre-TMDL limit is more stringent.
Upon TMDL revision, the new TMDL requirements shall supersede previous permit limits. Staff
anticipates meeting temperature requirements under a multi-permit cycle compliance schedule via a
water quality trading plan and recycled water use development.
Mercury Minimization Plan, TMDL, and Variance
Memo: Regulatory Update – NPDES Permit Renewal Status
September 3, 2020
Page 3 of 4
Under the Willamette Mercury TMDL, the MWMC will be required to adopt a mercury minimization plan.
The Mercury TMDL was initially issued by the DEQ in 2006 but subsequently challenged in court. Under
court rulings, the Mercury TMDL was redeveloped and issued in 2019. The EPA initially disapproved the
DEQ’s TMDL and subsequently revised the waste load allocations presented in the TMDL. The EPA closed
public comment on the revised TMDL in February 2020.
Final adoption of the TMDL remains pending; however, the requirements for the MWMC to adopt a
mercury minimization plan remain unchanged. As a backstop to the TMDL process, the DEQ prepared a
Willamette basin-wide variance for mercury. The variance also requires compliance through adoption of
a mercury minimization plan. Permittees will have 24 months after their permit issuance date to submit
an appropriate mercury minimization plan. Staff intends to prepare the MWMC’s mercury minimization
plan in advance of permit renewal.
Biosolids Management Plan and Recycled Water Use Plan
The MWMC’s existing Biosolids Management Plan (2006) and Reclaimed Water Use Plan (2007) will be
updated. In accordance with terminology in rule changes adopted in 2008 and subsequent updating of
the DEQ’s Internal Management Directive (IMD), “reclaimed water” shall now be referenced as “recycled
water.” The MWMC’s Recycled Water Use Plan will be updated to include planned and anticipated
recycled water uses to ensure the MWMC has flexibility and adaptability regarding recycled water use.
The DEQ is considering adopting a separate water pollution control facility (WPCF) permitting process
for both biosolids and recycled water that could allow more ease of administration of both programs.
DEQ staff indicated these programs could be available in 2021; however, no formal changes at DEQ have
yet been adopted. The applicability and potential benefits of WPCF permitting are dependent on the
NPDES permit renewal timeline, DEQ’s WPCF program development, and the MWMC’s development of
new Class A recycled water uses.
Local Limits
Staff completed a technical evaluation of our local limits in 2019; the results indicated that our current
limits are protective of the plant processes. However, based on the results of this technical evaluation,
staff anticipates some changes to future local limits. Any formal revision to the MWMC’s local limits will
occur after permit renewal.
Toxics Monitoring
DEQ adopted new aquatic life criteria for toxics in 2004. After EPA disapproval of several of the criteria in
2013, updated standards were adopted for copper, aluminum, cadmium, and ammonia. Staff has
completed all required monitoring and assessments of the criteria and concludes there will be no new
effluent limit impacts on the MWMC.
In 2011, Oregon adopted the most stringent toxics standards in the nation under the human health
criteria based on fish consumption. The DEQ recently required the MWMC to complete bi-monthly
monitoring over a six-month period (involving three sampling events) for cyanide (ambient only),
phthalate (effluent and ambient), and trichlorophenol (effluent only). These toxics fall under both the
aquatic life and human health criteria. The sampling data is required in order to perform the required
RPAs prior to drafting the MWMC’s permit requirements. The reporting due date for the additional
monitoring is May 2021.
WET testing requirements: WET testing is required once per permit cycle. The MWMC last completed
Memo: Regulatory Update – NPDES Permit Renewal Status
September 3, 2020
Page 4 of 4
WET testing prior to 2006 and will be required to conduct new WET testing. Additional WET testing could
be required if there are issues associated with the results of the WET testing.
Schedule F Toxic Pollutants clause: The language in the revised permit template remains largely
unchanged since the MWMC’s 2002 permit, with the exception of references to additional Oregon rules,
federal regulations and the inclusion of sewage sludge limits. The Toxics Pollutants requirements state
that the permittee must comply with applicable standards even if the permit has not been modified to
incorporate the requirement. Schedule F also contains the “duty to comply” and “duty to mitigate”
clauses which compel the permittee to ensure compliance and mitigate for any potential violations.
Water quality impairment “303(d)” listings on the Willamette River for aquatic weeds, biocriteria, and
dissolved oxygen, although not toxic parameters, warrant ongoing attention to ensure the MWMC
maintains deemed compliance with narrative criteria.
ACTION REQUESTED
This item is informational. No action is requested; Commission feedback is welcome.
______________________________________________________________________________
M E M O R A N D U M
DATE: September 3, 2020
TO: Metropolitan Wastewater Management Commission (MWMC)
FROM: Loralyn Spiro, Lead Communications Coordinator
SUBJECT: 2021 MWMC Communications Plan
ACTION
REQUESTED: Informational and Discussion
ISSUE
The MWMC’s Communications Plan was last updated in 2017 and implemented in 2018, and includes
the overarching goal of increasing awareness of the MWMC and its role in the community. The plan is
updated approximately every two years based on results of current strategies and tactics, research and
industry trends. Further, the plan is updated approximately every four years based on the results of a
community survey, strategic planning efforts, and discussions with the Commission. The 2021 MWMC
Communication Plan (attachment 1) is the outcome of work by staff and the Commission that occurred
over the past year. A presentation will be delivered at the September 11th Commission meeting detailing
the plan.
BACKGROUND
The MWMC has made it a priority to have a Public Information Program that provides easily accessible
information to community members about the MWMC through multiple communication channels. With
this importance on communication efforts, the MWMC has also made it a priority to evaluate the
community’s awareness of the MWMC as part of its Public Information Program efforts; more specifically
how well we’re meeting Key Outcome #5 - “Achieve and maintain public awareness and understanding of
the MWMC, the regional wastewater system, and MWMC’s objectives for maintaining water quality and a
sustainable environment.”
As part of this evaluation, the Commission directed staff to conduct a Community Survey in 2015 and in
2019, which provided qualitative and quantitative market research on the community’s awareness of the
MWMC. The first survey created a baseline of data. The 2019 survey provided the first comparison and
feedback on communication efforts implemented based on the 2015 results. For both surveys, a key
finding was a vast majority (81.5 percent average) of respondents had not heard of the MWMC. However,
Memo: 2021 MWMC Communications Plan
September 3, 2020
Page 2 of 3
another key finding showed an increase on the importance community members placed on the
environment and the need to protect it.
This memo outlines key points of the MWMC Communications Plan for 2021, which updates objectives,
strategies, and tactics to support the MWMC’s Mission, Vision, and Values Statements and continue the
efforts of increasing awareness of the MWMC. Additionally, it aims to build onto the understanding the
importance of clean water and protecting the environment. Stated measurable objectives in this plan
are tied directly to both 2015 and 2019 Community Survey results.
DISCUSSION
The 2021 MWMC Communications Plan is focused on increasing awareness of the MWMC and ultimately
increasing support of the MWMC in the future. This plan will be adaptive to the needs of the MWMC and
the community we serve.
The findings from the 2015 Community Survey helped define the overarching goal of the plan to
increase awareness of the MWMC and its role in the health and vitality of our community and
environment; and more specifically direct the development of the following measurable objectives. The
findings from the 2019 Community Survey showed that while these objectives were not met, they did
show that no ground was lost with the results remaining flat in comparison to the 2015 results. With this,
staff has adjusted the objectives to be more obtainable than aspirational as previously stated.
Objectives:
Increase community awareness so that more than 25 percent of those surveyed are able to
identify the MWMC; up from an average of 17.5 percent.
Increase initial favorable response regarding the MWMC to 20 percent; up from an average of 13
percent.
Improve community opinion regarding the MWMC’s performance by 10 percent with overall
performance of 50 percent or better on all metrics; up from an average of 43.5 percent.
The need for core messages is vital to help quickly and succinctly communicate what the MWMC does
and why. Based on the outcome of the Strategic Communications Planning Phase 2 efforts and 2019
Community Survey results, an additional core message has been added in the 2021 MWMC
Communications Plan.
Core Messages:
We clean water.
The MWMC is committed to clean water, community health, and the environment.
Everyone has a role in keeping our water clean and the environment healthy. Every day actions
make a difference.
The MWMC is a leader in effective and sustainable wastewater treatment practices.
New Core Message:
Having clean water is vital now and in the future. The MWMC cleans our community’s water 24/7
using both proven and innovative processes.
Memo: 2021 MWMC Communications Plan
September 3, 2020
Page 3 of 3
The strategies outlined in the 2021 Communications Plan address stated objectives and will help
improve internal communications.
Strategies:
Increase community understanding of the connection between well-managed wastewater
services and a healthy local environment.
Raise awareness of the MWMC as a leader in water resources management, specifically in
wastewater treatment practices and expertise.
Increase community members’ understanding of how their behavior and practices affect the
health of local waterways and what they can do to help protect our environment.
Strengthen communications by evaluating the effectiveness of strategies/tactics implemented.
New Strategy:
Increase awareness of the importance of having clean water now and in the future, and the steps
it takes to clean water.
The tactics identified are specific activities that will be implemented to further strategies and overall
objectives. Many of the identified tactics continue, or better capture, existing practices. There are four
new tactics developed based on research and industry trends, 2019 Community Survey results, the
MWMC’s recently adopted Strategic Plan, and discussions with the Commission.
New Additional Tactics:
Create a suite of images, illustrations, infographics, and maps that help tell the MWMC story and
engage community members in our story; can be used in presentations, social media posts,
website, etc.
Create a video that focuses on the importance of clean water and how the community is
connected to water while touching on the MWMC’s successes, why it continues to be a strong
partnership, and the overarching purpose.
Create sharable content – blog or podcast.
Engage more with media outlets to share the MWMC’s story, including media opportunities to
tour MWMC facilities.
Next Steps:
Update MWMC Communication Plan Appendix A – MWMC Social Media Plan.
Implement the 2021 Communications Plan as presented or with modifications based on
feedback from the Commission.
Evaluate any additional resource needs during the FY 21-22 budget process.
Continue to provide annual updates to the Commission to report progress.
ACTION REQUESTED
Commission discussion is requested.
ATTACHMENTS
1. 2021 MWMC Communications Plan
The MWMC Communications Plan
2021
I. Introduction
For over 40 years, the Metropolitan Wastewater Management Commission (MWMC) has been
providing essential and sustainable wastewater treatment services for our growing community, while
protecting the local environment. However, the 2015 baseline survey efforts confirmed: there was a
low level of awareness about the MWMC and its well-managed wastewater services amongst its
customers. While the 2019 survey efforts showed awareness remains flat, it also indicated an increase
in the significant level of importance community members place on the environment and the need to
protect it.
This Communications Plan includes goals, objectives, strategies, and tactics to further support the
MWMC’s Mission, Vision, and Values Statements, and for increasing awareness of the MWMC and its
role in the health of our community and environment, specifically the positive impact the MWMC has
on the water quality of the Willamette River. Stated measureable objectives in this plan are tied
directly to both community survey results. Future community survey efforts will continue to help
determine the success of this plan’s implemented strategies and tactics.
This plan will be adaptive to the needs of the MWMC and the community it serves. It will be used to
help shape Key Outcomes and will be updated periodically following community survey efforts. This
plan was developed with the MWMC Communication Team’s guiding principles that information
provided by the MWMC is accurate, effective, consistent, cost-efficient, engaging, and fun.
II. Goal: Increase awareness of the MWMC and its role in the health and vitality of our community
and environment.
III. Objectives
Increase community awareness so that more than 25 percent of those surveyed
are able to identify the MWMC; up from an average of 17.5 percent.
Increase initial favorable response regarding the MWMC to 20 percent; up from
an average of 13 percent.
Improve community opinion regarding the MWMC’s performance by 10 percent
with overall performance of 50 percent or better on all metrics; up from an
average of 43.5 percent.
In sections VI and VII, this plan identifies strategies and tactics to reach these stated objectives that
were developed based on the FY15 and FY19 Community Survey findings, and the results of Strategic
Communication Planning Phase 2. Strategies define how to achieve overall objectives by answering
“what” will be done. The strategies outlined in this plan address stated objectives and additionally will
help improve internal communications. The tactics identified are the specific activities that will be
implemented to further strategies and overall objectives.
IV. Core Messages
Message 1: We clean water.
Message 2: The MWMC is committed to clean water, community health, and the environment.
Message 3: Everyone has a role in keeping our water clean and the environment healthy. Every day
actions make a difference.
Message 4: The MWMC is a leader in effective and sustainable wastewater treatment practices.
Message 5: Having clean water is vital now and in the future. The MWMC cleans our community’s
water 24/7 using both proven and innovative processes.
V. Audience
The MWMC has an extensive audience. From those we serve, to those we collaborate with, the
broader region depends on the work we provide for a healthy environment and growing
community. The strategies and tactics of this plan will be implemented to reach and communicate
with the primary target audience of the MWMC’s ratepayers and meet plan objectives; additional
audiences are recognized as important to reach plan objectives. Audiences will be communicated
with using the most-effective communication channels available and provided information that
aligns with communications guiding principles.
Ratepayers Stakeholders/Partners Broader Community
- Residents of Eugene and
Springfield
- Private business/ industry
- Property owners/ managers
- Regional Wastewater
Program staff
- Eugene City Council/
Springfield City Council/
Lane County Board of
Commissioners - Congressional delegation and
staff - Local, state, and national
regulators - Pollution Prevention Coalition - Oregon Association of Clean
Water Agencies (ACWA) - School districts - Local utilities including
Eugene Water & Electric
Board (EWEB) and Springfield
Utility Board (SUB)
- Business leaders
- Development community
- Media
- Opinion leaders
- Environmental interest
groups
- Community organizations
- Universities/ community
colleges
- Industry peers
- Water Environment
Federation (WEF)
- Pacific Northwest Clean
Water Association (PNCWA)
- National Association of Clean
Water Agencies (NACWA)
VI. Strategies
1. Increase community understanding of the connection between well-managed wastewater
services and a healthy local environment.
2. Raise awareness of the MWMC as a leader in water resources management, specifically in
wastewater treatment practices and expertise.
3. Increase community members’ understanding of how their behavior and practices affect the
health of local waterways and what they can do to help protect our environment.
4. Strengthen communications by evaluating the effectiveness of strategies/tactics
implemented.
5. Increase awareness of the importance of having clean water now and in the future, and the
steps it takes to clean water.
VII. Tactics
Tactic Description Key Staff
Branding Phase 3 – Create shareable content in the form of a
blog or podcast to help build the MWMC brand as a
leader in the wastewater industry.
General Manager,
Communications Team
Sponsorships Continue to build awareness within the community;
align and support events or organizations with a
direct connection to MWMC and similar values.
Currently, there are 5 per year.
Communications Team
Social Media Continue to grow social media presence with
Facebook, Twitter, Instagram and YouTube using
video clips, photos, graphics, etc. for weekly posts.
Additionally, contests aligned with sponsorships,
pollution prevention, etc. Plus, digital advertising
through boosted ads or specific advertising
campaigns. See MWMC Social Media Plan for
additional details.
Communications Team
Media Relations Increase engagement with media outlets to share the
MWMC’s story, including media opportunities to tour
MWMC facilities; meet with City of Eugene staff to
coordinate media relations 2 to 4 times annually or as
needed.
Communications Team,
Eugene Public Works Public
Affairs
Annual Report Report out and highlight past year accomplishments,
upcoming initiatives, and financials to partner
agencies, community groups and others that have
an interest in MWMC. Sent out in digital format only
each February.
Communications Team
E-Newsletter E-news sent out monthly regarding MWMC news
and updates (e.g. construction projects); continue to
increase the number of subscribers.
Communications Team
Project Profiles Create a handout that describes a specific project
with frequently asked questions. As needed.
MWMC Experts,
Communications Team
Tactic Description Key Staff
Professional Images and
Graphics
Continue to build an archive of images. Additionally,
create a suite of illustrations, infographics, and maps
that help tell the MWMC story and engage community
members in our story; can be used in presentations,
social media posts, website, handouts, etc.
Communications Team
Speakers Bureau Continue presenting to outside organizations for
increased awareness and understanding. Update
presentation as needed. Aim for 2 to 4 per year.
MWMC Experts,
Communications Team
Videos Create a new video with a focus on the importance of
clean water and how the community is connected to
water while touching on the MWMC’s successes, why it
continues to be a strong partnership, and the
overarching purpose.
Communications Team
Website Regularly provide resources and information updates
on MWMC website as needed, plus improvements
such as news room and other timely content.
Communications Team,
Administration
Pollution Prevention
Outreach
Continue education/marketing campaigns to
inform community members of preferred practices
that help reduce pollution in wastewater (e.g. drug
take back boxes).
Communications Team
Water Industry
Collaboration
Work with industry partners (e.g. ACWA) to build
overall public awareness of the wastewater industry.
All
Clean Water University 2-hour field trip to the Regional Wastewater
Treatment Plant; session currently held in the fall.
Consider adding a spring session if additional
volunteers can be secured to help put on the event.
Communications Team,
Environmental Technicians,
Volunteers
Facility Tours Meet or exceed 1,000 participants annually in tours,
including students and community groups.
Communications Team,
Regional Wastewater Staff
Recognition Opportunities Participate in industry-wide recognition
opportunities as identified (e.g. Pacific Northwest
Clean Water Association’s photo calendar contest).
As applicable.
All
Utility Bill Insert Develop informational brochure including rate
changes, sent in July to roughly 33,000 SUB
customers. Per agreement, the City of Springfield is
allowed two SUB inserts per year; one is the local
wastewater and stormwater rate brochure
mentioned, and the other covers stormwater issues.
Communications Team,
Administration
Promotional Giveaway
Items
Branded items to be given away at community
events or meetings that help build awareness of the
MWMC, promote the website and social media sites,
and support pollution prevention practices. Annually
or as needed.
Communications Team
Tactic Description Key Staff
MWMC Handouts Develop informational handout materials (e.g.
importance of water, the three local water systems,
etc.) for use at community events and on website.
Update the general MWMC brochure.
Communications Team
Public Information
Updates & Analytics
Update Commission annually with progress made on
communication tactics.
Communications Team