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MWMC MEETING AGENDA
Friday, December 10th, 2021 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: 877.853.5247 Access Code: 893 5054 6730 Passcode: 485752
7:30 – 7:35 I. ROLL CALL
7:35 – 7:40 II. CONSENT CALENDAR
a. MWMC 11/12/21 Minutes
Action Requested: By motion, approve the Consent Calendar
7:40 – 7:45 III. PUBLIC COMMENT: Public comment can be submitted by email to
jbrennan@springfield-or.gov or by phone 541-726-3694 by 5 PM December 9th, 2021
or made 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 – 8:00 IV. SUPPLEMENTAL BUDGET 2………………………………………………Valerie Warner
Action Requested: Approve, by motion, Resolution 21-10
8:00 – 8:15 V. LIABILITY INSURANCE RENEWAL FOR 2022…………..………………Katherine Bishop
Action Requested: Approve, by motion
8:15 – 8:40 VI. KEY OUTCOME 3 – INTERGOVERNMENTAL PARTNERSHIP……………………………
………………………………………………………Matt Stouder and Dave Breitenstein
Action Requested: Informational and Discussion
8:40 – 9:10 VII. WPCF RENAMING – HISTORY AND NEXT STEPS………………………………………..
………………………………………………………………Loralyn Spiro and April Miller
Action Requested: Informational and Discussion
9:10 – 9:30 VIII. BUSINESS FROM COMMISSION, GENERAL MANAGER, & WASTEWATER DIRECTOR
9:30 IX. ADJOURNMENT
MWMC MEETING MINUTES
Friday, November 12th, 2021 at 7:30 a.m.
The MWMC Meeting was held remotely via computer and phone.
Meeting was video recorded.
Commissioner Yeh opened the meeting at 7:30 a.m. Roll call was taken by Matt Stouder.
ROLL CALL
Commissioners Present Remotely: Pat Farr, Bill Inge, Doug Keeler, Walt Meyer, and Jennifer Yeh
Commissioner Absent: Joe Pishioneri and Peter Ruffier
Staff Present Remotely: Lou Allocco, Katherine Bishop, Dave Breitenstein, Josi Brennan, Josh Colley
Brian Conlon, Ben Gibson, Dan Haight, Carrie Holmes, Tonja Kling, Shawn Krueger, Jennah Maier, Adam
May, Troy McAllister, Mike McGillivray, Brandt Melick, Todd Miller, April Miller, Michelle Miranda, Jon
Moore, Brooke Mossefin, Sharon Olson, Jeff Paschall, Bryan Robinson, Matt Stouder, Matt Stouder
Rachael Vaicunas, Mark Van Eeckhout, Valerie Warner, Greg Watkins, and Chris Zeitner
Legal Counsel Present Remotely: Brian Millington (Thorp, Purdy, Jewett, Urness, & Wilkinson, PC)
CONSENT CALENDAR
a. MWMC 10/15/2021 Minutes
MOTION: IT WAS MOVED BY COMMISSIONER MEYER WITH A SECOND BY COMMISSIONER FARR TO
APPROVE THE CONSENT CALENDAR. THE MOTION PASSED UNANIMOUSLY 5/0, WITH
COMMISSIONER PISHIONERI AND COMMISSIONER RUFFIER EXCUSED
PUBLIC COMMENT
There was no public comment.
2021 Capacity Management, Operations & Maintenance (CMOM) Update
Brian Conlon, Josh Colley, Adam May, Jennah Maier, Rachael Vaicunas, and Chris Zeitner presented the
CMOM update to the Commission. Over the last 6 years, Eugene and Springfield have collaborated to
develop and implement local Capacity, Management, Operations and Maintenance (CMOM) plans. Staff
provided a status update on wastewater collection systems activities and elements contained within
their CMOM plans.
AGENDA ITEM IIa
November 12th, 2021 MWMC Minutes
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Mr. Conlon, Springfield Operations Division Director, gave a background on CMOM and said it is a
recognized industry standard framework for cities and managing partners with wastewater to set about
a strategic plan for maintaining an important asset. CMOM is a key factor of public health and points to a
theme of two cities with one goal. Since 2015, that goal involved the responsibly of effectively operating
and maintaining 900 miles of pipes, access points and pump stations in both cities. After the key
objective was established the overarching goal was to reduce infiltration and inflow and eliminate
sanitary sewer overflows. In the last 18 months there has been one sanitary sewer overflow (SSO). Even
though the goal is zero for both cities, this is an incredible performance.
In 2011, staff discussed the post wet weather flow management plan, vulnerabilities, and needs to better
manage the system. Born out of that conversation was the requirement for a strategic plan. The primary
core areas of the framework are conveyance systems planning, design construction, operation and
maintenance system monitoring, and assessment. These focused elements set an intentional course for
continual process improvement of staff. Every quarter Springfield and Eugene personnel meet to discuss
CMOM, and the key elements of looking at a plan and completing the assessment. Springfield plans to
work on a gap analysis, as it has not been completed in three years. This information will be discussed at
a staff level with engineering, operations, and planning, and is an important element to develop a
sanitary sewer master plan.
Ms. Vaicunas, Eugene Principal Civil Engineer, presented the Commission with a City of Eugene status
update and overview of the wastewater procedures on the Capital side. Ms. Vaicunas said the story map
explaining the wastewater, shown at the MWMC meeting last year, is still live and can be viewed on the
City’s website.
Capital projects to date for I/I reduction
2017 - 18th and Bailey Hill
2018 - 18th and City View
2019 – Trainsong North
2020 – Trainsong South
2021 & 2022 – Harlow
(Expected 2023 – Patterson)
Staff completed the wastewater model in 2016 and aim to complete one project per year, around 10,000
feet of mainline pipe lining for I/I reduction. Ms. Vaicunas displayed a map to the Commission that
showed completed projects and the highest priority areas for I/I based on model results.
The contractors hired have been great to work with, but do not possess specialties in all the areas. The
four components of rehabilitation projects for reducing I/I are lining the main lines, installing cleanouts
(access points at the property boundary between private and public), lining laterals in the public right
away, and manhole sealing. These all have separate construction contracts.
Staff have currently rehabilitated around 13 miles of mainline pipe in the city of Eugene, with 211 miles
still in need of rehabilitation, and approximately 481 miles not needing rehab. Assuming pipes need
rehab after 50 years, it is a moving target to track the miles of pipe that need rehabilitated.
November 12th, 2021 MWMC Minutes
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Mr. Colley, Eugene PW Sub-Surface Technical Supervisor, explained the City of Eugene has five
wastewater vactor trucks for cleaning the sanitary sewer system and assisting at the treatment plant
with pump station work. Regarding the equipment, there are two Vactor trucks used for storm cleaning,
two CCTV camera trucks for inspecting pipe, and one repair crew to fix everything. Last year staff
inspected around 85 miles of sanitary sewer pipe and cleaned over 8,000-line segments (approximately
275 miles of the system). With COVID-19, adjustments were made so workers would not have to ride in
vehicles together, and staff are currently utilizing the state motor pool and fleet pool. Staff took over
maintenance of laterals in the right of way a few years ago, and since then wastewater repairs have been
a main priority. Last year the wastewater crew performed 115 repairs on the public system, and 93 of
those were repairing laterals in the right way. As staff moves through the backlog of laterals, more
repairs to the main lines can be completed.
DISCUSSION: Commissioner Meyer asked when you repair laterals in the public right away, and you
know that private portion is also in need of a repair, do you have success getting owners to make some
of those improvements? Mr. Colley said yes, we have some success. Most times if the repair is in the
right of way, staff will inspect it when they are done and inspect it while doing the work. Once staff
opens up the section, we might look to see what is on the private side. If the private side has failed pipe,
we notify the property owner and inform them we are fixing our section in the right of way. Occasionally
homeowners will do repairs on both sides, but most repairs are either in the parking strip from trees, or
at the service connection.
Commissioner Inge asked what percentage of I/I reduction have you have seen? While the number of
miles seems to be relatively small, what percentage of reduction have we seen, or do we know? Ms.
Maier, Eugene’s Civil Engineer, said it varies from project site to project site. Off the top of my head, we
saw about 50% reduction in one area and closer to 85% in other area. Those were from projects
rehabbed early on,18th and Bailey Hill and 18th and City View areas. The results for Trainsong
neighborhood are unclear because staff need to collect an entire year's data after construction is
finished to analyze that. Staff is hesitant to make statements on the overall percentage because the
number of data points is low, but it is looking positive so far.
Commissioner Inge asked what the highest year of SSO’s was? Does anyone recall what that was, prior to
starting this? Now we are down to one and that is a great success. Mr. Breitenstein said in past years
before there were a lot of efforts in I/I reduction, there was an average of 10 to 15 SSO’s a year. Around
five to eight years ago we entered a drought, and the rainfall impacted SSO’s in terms of total flow going
through the system. Commissioner Inge said it is important to make sure our constituents understand
the work we are doing is getting significant results. The work you do and your commitment to the
constituents is very impressive, so thank you.
Commissioner Meyer said the amount of infiltration and inflow are rainfall dependent. Have you worked
out a system to look at the antecedent rainfall conditions to normalize or project what the overall flows
from systems are, based upon the rainfall for existing and antecedent? That way staff can look at the
system, even when the rainfall is lower than normal to get a sense of how it relates to the past. Ms. Maier
said when we are choosing the sites to be rehabbed, we do that based on where we are seeing the most
I/I from the data. When viewing the data, we are normalizing for the amount of rain coming in. Staff will
look at a particular storm and amount of I/I seen there, then divide that by the number of inches of rain
to normalize and compare storms across the years. To look back before we started this data would
November 12th, 2021 MWMC Minutes
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require long term statistics and hydraulic modeling. Our program has not looked at those kinds of
statistics, yet. Mr. Conlon said Springfield recently completed their hydraulic model and although it is
finished, staff are still doing continuous monitoring and assessment. Part of our conversation for the gap
analysis is, do we need to have an ongoing hydraulic model assessment? That is Ms. Maier’s area of
expertise and needs to be developed in Springfield because we are currently consulting for it. This data
is important even in dry years because even with less SSO’s now, it does not mean pipes will not leak
when the ground pressure builds up. That will be an ongoing discussion on the Springfield side.
Commissioner Farr thanked all presenters for the great presentation. It was mentioned CMOM has
become an industry standard that cities use, how universal is it in Metropolitan areas this size or from
250,000 on up? Mr. Conlon said when staff met this year in virtual discussions the actual digital plan
could not be found. CMOM is a label, and yes, the City of Springfield and City of Eugene have plans. To
proactively use those plans we need to do gap analysis annually to measure our effectiveness. It is an
industry standard but is really a strategic plan each city has. If we have a plan and have a name to it, we
need to stick to it. Mr. Stouder added CMOM is used across the country and EPA has a checklist and
guidance document staff can use to model programs off of. Mr. Conlon asked Mr. Stouder if it is
required. Mr. Stouder said it is not mandated.
Commissioner Farr said the Trainsong area was vastly underserved by the City of Eugene, is an area of
recent growth and annexation, and one of the most poverty ridden neighborhoods in the Metropolitan
area. Are we working on infrastructure there? There is a lot of development currently happening in that
area and we anticipate a great deal more. The multi-unit permanent supportive housing and tiny homes
will be built in that area. As we inspect infrastructure there, how adequate is the infrastructure? Are we
prepared for the really imminent expansion of resonances and business in that area? Ms. Maier said she
was not aware of all that context. We certainly have more ability to handle the increasing capacity now
than we did before we reduced the I/I in that neighborhood. With larger size developments, our
development team contacts me to use the hydraulic model and check if there is capacity for those
developments. After looking at one proposed development in that area, we have plenty of capacity to
handle the development you foresee coming. Commissioner Farr said that is exciting. As these tiny
homes are being developed, we will be looking for assistance with the SDC’s from MWMC.
Mr. May, Springfield Operations Division Associate Manager, presented a status report, and said
Springfield manages 245 miles of wastewater mains, 16 pump stations, and approximately 4900
maintenance access points. Staff will be rehabbing 10 maintenance access points on South A Street and
Downtown Main, which are all night work projects coordinated with ODOT. After gathering wet and dry
weather data, staff utilized output from an updated hydraulic model to identify two micro basins in
Thurston for future sewer rehabilitation. These are good potential candidates for future rehabilitation
and will likely start in 2023. Staff has redeployed 14 flow monitors in a new micro basin (Main Street area)
to gather dry/wet weather data for I/I comparison. The meters will stay in that area for a year, and by
next year staff will have enough dry and wet weather data for the I/I comparison.
Moving Forward
Continue robust preventative maintenance activities - sewer cleaning, sewer inspections, flow
monitoring and visual inspections.
Start pipe lining project of roughly one mile of 27” truck line, expected to begin in 2022.
November 12th, 2021 MWMC Minutes
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Complete collection system hydraulic model for 3rd round of flow monitoring - once all the data is
collected it will go into the hydraulic model.
Continue Wastewater Master Planning and Development - ongoing.
Continue our micro-basin modeling that will help interpret pre and post Capital projects aimed at I/I
reduction.
Continue with a new round of maintenance access point rehabilitation work in 2022.
Concerning asset management and field tool usage, the Operations Department has actively moved
away from the pen and paper style of record keeping, and into a real time data collection process. This
allows for a more scheduled and predictive maintenance versus reactive, especially on the sewer side.
Being reactive typically means staff is not fixing items until they are broken. The one SSO in Springfield
this year was less than 10 gallons and caused from paper towels and non-dissolvable items being
flushed. As a maintenance apprentice in 2007, Mr. May used a map and highlighter for maintaining
sewer lines to mark the line segments that had been cleaned. Staff are currently using laptops and iPads
for the majority of data management collection. High velocity cleaning, visual inspection of access
points, and sewer repairs can all be entered in the field to create work orders. If a sewer line is full of
grease or roots the cleaning crew can flag that line, add comments, and add it to a problem line list.
CCTV inspection crews can also make edits and corrections of the sewer system in the field so other field
crews are able to see that data.
Recently the City of Springfield upgraded their CCTV software to a cloud-based software called WinCan
VX Expert. Crews now spend less time on data entry and encounter better information sharing across
departments. When a department requests to view a line segment or possible repair, staff can tie that
information into the project and upload the data into the cloud. Inspection crews are PACP certified
through NASSCO (National Association of Sewer Service Companies), a pipeline assessment certification
Program. This certification is not required, but Springfield wants to be proactive and have crews
recertified every couple of years.
Chris Zeitner, Springfield GIS Database Administrator, gave an overview of the new software and
mapping applications. These mapping applications tie into the GIS databases and provide real time
updates of storm, sewer, and other asset attributes. After an inspection is complete staff can record their
results, upload the information to the cloud, view it through the City’s internal mapping application, and
allow other employees access to that data. Staff can easily select a line segment, review the inspection,
send the information to the cloud-based software, and have an engineer or Operations supervisor
review it. This process eliminates an engineer having to contact Operations to request a VHS tape or
DVD to be shipped, which could take days or weeks. If staff do not see an inspection on a line, they can
submit a TV request. These requests are delivered to the asset management system, to then be delivered
to the TV crew, to complete the request.
DISCUSSION: Commissioner Farr said this is fascinating and remarkable work, making more of this
information public so people can understand the complexity involved of maintaining the system is a
great idea. Mr. Stouder said we have a good Communications team that works on behalf of Springfield
and MWMC. Staff can promote and cross promote it at MWMC as well. Mr. Conlon said Springfield has a
Communications Coordinator working with the MWMC Communication team and will do a better job
communicating this kind of information out to ratepayers. On the Capital side staff intends to rehab the
two micro basins, which is a product of the flow monitoring and hydraulic modeling reported over the
November 12th, 2021 MWMC Minutes
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last two years. Commissioner Farr said a 2-minute YouTube video showing people what happens in with
the pipes is a great idea.
Commissioner Yeh thanked everyone who made this presentation, and said she really appreciated the
CMOM update.
Renewable Natural Gas Project Update P80095
Mark Van Eeckhout, Civil Engineer and Project Manager for the City of Springfield updated the
Commission on the Renewable Natural Gas (RNG) Project. Construction associated with the RNG
Facilities are almost complete with staff facing both positive and challenging news while working
through startup on the project. This project is innovative in the public utility wastewater industry.
Mr. Van Eeckhout displayed an RNG process flow diagram to explain details of the project. The process
entails taking digester gas from the digesters, pressurizing the gas through a raw gas blower from .5
pounds per square inch (PSI) to 3.5 PSI, taking it through two hydrogen sulfide removal tanks to remove
hydrogen sulfide from the gas, which then goes into the building to get compressed by the biogas
compressor. The biogas compressor feeds the Pressure Swing Adsorption System (PSA), which is the
heart of the system. This process removes the majority of contaminants including carbon dioxide,
volatile organic compounds (VOCs), and other trace contaminants from the gas. After the gas goes
through this system the result is pure methane, which at that point is a renewable natural gas product.
After the biogas is processed the gas is boosted to approximately 175 PSI to feed it into the Northwest
Natural (NWN) line. Waste gas elements such as CO², small amounts of methane, and VOCs are fed to the
regenerative thermal oxidizer (RTO) for destruction. Staff are working through startup of the NWN
Receipt Point Facility (RPF), and the gas being fed to the NWN line is not yet being injected at the RPF.
Instead, the gas is recycled back to the flare until NWN completes the remaining startup.
RNG Process Equipment and Description
Equipment Purpose Achieves
Feed Gas Blower Feed gas compression Positive pressure for gas conveyance
H25 Removal System H25 removal Process protection & NWNG
specification for H²S
Compression, Chilling &
Dehydration System
Compression, temperature, control &
moisture removal
Optimum process pressure,
temperature & humidity
PSA Upgrading System CO², N² & O², Siloxane & VOC removal NWNG Specifications for CH4, HHV,
Wobbe, CO², N², O², H²O & Total Inerts
Booster Compressor Product gas compression Pipeline injection pressure
Current Project Status
The bulk of the RNG system is complete and producing quality 99% methane gas, which in this case is
classified as product RNG. Requirements have been met for NWN pre injection test results, and staff
anticipate injecting gas into the system next week. The first pre injection results have been received and
the second injection test results are waiting for the receipt. The second test result receipts are not
needed in order to inject gas into the pipeline. The tail gas contains trace amounts of methane, CO²,
Siloxane, and VOCs within specifications. The regenerative thermal oxidizer will be used to destroy tail
November 12th, 2021 MWMC Minutes
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gas through combustion when it is operational. There have been challenges with the regenerative
thermal oxidizer equipment supplier, particularly their staffing of the startup crew on that piece of
equipment. Currently the RTO is venting tail gas, with the intent to vent during startup. Staff plans to
proceed with venting of the RTO during the commissioning of NWN. Lane Regional Air Protection
Agency (LRAPA) discussed the possibility of allowing continued venting of the RTO for a period of time
until the RTO is stood up. System communications, particularly between the flares and the RNG are
being reviewed to make sure one flare takes the digester gas, and one flare takes the off-spec gas.
Hopefully by next week, gas will be feeding into the NWN grid and the project can receive revenue, at
least from the Brown Gas side.
Blue Source, the MWMC environmental attributes broker, is handling the registration of environmental
credits. When gas starts feeding in the line, the financial benefit for those environmental credits can then
be received. The gas registration has been a challenge because staff anticipated the gas to be classified
as D3 or cellulosic gas. With changing interpretations of the regulations, the Environmental Protection
Agency (EPA) said if fats, oils, and grease (FOG) are included, the gas would be changed to D5.
Unfortunately, D5 is much less valuable from an environmental attribute’s standpoint than D3. Blue
Source is working through that and plans to register the MWMC’s gas as D3/D5 because the majority of
waste haulers are not delivering fats, oils, and grease to the plant at this time.
Two flares at the plant were put in with the last digester project. One flare is setup to take gas from the
digesters if the pressure builds up and the other takes off-spec gas from the RNG system. Since gas is not
being fed into the NWN line right now, all product gas is considered off-spec gas. The goal is to
eventually eliminate flaring.
DISCUSSION: Commissioner Meyer asked can you now process 100% of the gas? Mr. Van Eeckhout said
yes, we would be running at about 60% to 70% capacity for the PSA system. Originally, we were running
close to 90% to get homeostasis across the pressures.
The project revenue data has not changed drastically since last presented in April of 2021. The revenue
sources on the RNG project are Brown Gas Commodity Gas from Northwest Natural, Federal Renewable
Fuel Standards for the RINs, and Low Carbon Fuel Standards for California and Oregon. The RNG project
has contracts with Blue Source and Northwest Natural. Every year staff receives a new price from
Northwest Natural for the Brown Gas sale, and this year the price increased from $3.06/Dth to $3.93/Dth.
If the project is running 90% - 98% of the time, the estimate for yearly gas production is approximately
100,000 MMBTU’s. The RNG project payback for the $14.5 million dollar Capital costs is around eight
years and the annual gross profit is $2 million. The payback is highly dependent on the Federal
Renewable Fuel Standards price stability (RIN price).
Revenue
Federal Renewable Fuel Standard RIN Rates – Assumed $2/RIN
Low Carbon Fuel Standard Rates (CA/OR) – Assumed $195/MT CO²
Brown Gas Rates (Commodity Gas) – Set at previous year rate $3.06/MMBTU with NWN, Updated yearly
Raw Gas Production – Assumed 8,800 MMBTU/MO
Carbon Index (CI) for Gas Production – Assumed D3 not D5
November 12th, 2021 MWMC Minutes
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Expenses
Added Heat Demand to the Boiler instead of CHP Generator
Gas Processing Media Replacement Costs
Additional operating costs
Additional maintenance costs
Added power costs for the system
DISCUSSION: Commissioner Meyer said if very few of the haulers are bringing FOG in, wouldn’t it be to
our benefit to not take it, until such time we can work it out? Mr. Van Eeckhout said there are currently
three haulers allowed to haul FOG, and they do not. The majority of them take it to another site, and it is
currently being discussed on whether we will continue to allow that, or whether we modify it in the next
year. Mr. Breitenstein said we have a small number of haulers currently authorized to request FOG be
brought to the plant. This is a special request process, where they submit the specific request to get it
scheduled with us. It is in our best interest to not include those provisions upon renewal of their
agreements, which are coming up shortly.
Commissioner Meyer asked if the facility on the way to Junction City able to take FOG? Mr. Van
Eeckhout said it has been difficult to get information on the Junction City system, although it appears to
be an agricultural facility. Mr. Stouder said EPA is aware of the issue Mr. Van Eeckhout outlined on the
D3/D5. They currently have not modified the existing rule but intend to fix it in the future. Staff
anticipates this issue to be a short-term decision. Mr. Van Eeckhout said it looks like we are the first
Wastewater Treatment Plant in Oregon to do this. The private Junction City facility is up and feeding gas
into the system, although it sounds like only once a week right now.
Commissioner Keeler said the presentation was great and wondered if there will be a ribbon cutting
ceremony when the three-way valve is directed into the public line. Mr. Van Eeckhout said a ribbon
cutting is planned and will hopefully happen this spring.
Commissioner Inge inquired on the CO² greenhouse gas emission reduction. How much reduction did
we anticipate? Mr. Van Eeckhout said he did not remember but would get that information to him soon.
Commissioner Yeh asked Mr. Stouder to send that information out to the Commissioners because if we
report, that might be an important thing to include when telling people about what the impact is.
Commissioner Farr said this is fascinating work and was particularly interested in communities roughly
our size. Do we benchmark against other communities such as Lincoln, Nebraska, who have a similar
operating system? Mr. Van Eeckhout said we have reached out to other facilities around the country
that are doing similar work because it is not common yet.
Mr. Stouder said regarding the question Commissioner Inge asked earlier, 7,500 metric tons is what the
CO² production would be on an annual basis, which is equivalent to 1,600 passenger cars removed from
the road.
Commissioner Meyer thanked Mr. Van Eeckhout for the great presentation and said he appreciated the
field trip of the facility at the plant a few months ago.
November 12th, 2021 MWMC Minutes
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Commissioner Inge said this is new technology, and we tend to be at the forefront. In terms of an
estimated number of years, how far ahead do you think we are? Mr. Van Eeckhout said in our specific
industry we are on the leading edge. Places like King County and others in California have been doing
this for some time, and the technology has been used in other industries, but not in the wastewater
industry. A guesstimate is around 10 years.
Commissioner Yeh said the Commission is proud of the work being done in the community and is
excited for the official ribbon cutting.
BUSINESS FROM THE COMMISSION
Commissioner Farr said Mr. Stouder helped prepare a presentation to the Board of County
Commissioners, concerning the pipe from Short Mountain Landfill to Glenwood Reception site. Every
day six or more semi-trucks haul material with a carbon imprint and the danger of a potential accident to
and from these sites. The pipe is close to completion.
BUSINESS FROM THE GENERAL MANAGER
Mr. Stouder is meeting later today with Dan Hurley, Lane County Public Works Department Director, to
discuss Goshen and the policy issues associated with that project.
The Springfield executive team toured the RNG facility project. The City Manager is excited about the
project and the team asked many questions pertaining to project promotion, ribbon cutting, etc.
Staff will meet with the DEQ next week to discuss the NPDES permit, the timeline around the permit, and
make sure everyone is on the same page. Staff were told an applicant review would happen by mid-
November, but that will probably occur mid to late December. With the consistent back and forth
dialogue with DEQ, it is apparent they are prepping to issue the permit and the process is moving
forward. An update will be presented to the Commission in January 2022.
BUSINESS FROM THE WASTEWATER DIRECTOR
Mr. Breitenstein said the end of October concluded the period of summer permit limits. Staff faced
challenges like higher-than-normal BOD and suspended solids numbers yet worked through that to
meet all permit limits and conditions. At the end of the calendar year staff expects to meet the permit for
the next two months, which makes 15 consecutive years of not exceeding permit limits. The team can
look forward to submitting an application for another peak performance award with NACWA.
Eugene experienced a SSO last month caused by a chunk of concrete blocking a small public lateral line.
It was similar to Springfield’s SSO, and less than 20 gallons. Eugene quickly responded, cleaned it up, and
nothing went into any waterways.
Although officially retiring from regular employment at the end of the month, Mr. Breitenstein plans to
help through the recruitment process for hiring a new Division Manager and expects to stay on through
March 2022.
Mr. Stouder showed a video created by the communications team, where staff members personally
thanked Mr. Breitenstein for his 38 years of service.
Commissioner Yeh adjourned the meeting at 8:45am
______________________________________________________________________________
M E M O R A N D U M
DATE: December 2, 2021
TO: Metropolitan Wastewater Management Commission (MWMC)
FROM: Valerie Warner, Staff Accountant
SUBJECT: Supplemental Budget #2
ACTION
REQUESTED: Approve by motion, Resolution 21-10
ISSUE
Supplemental Budget #2 is presented to make three adjustments to the MWMC budget for FY2021-22.
BACKGROUND
Supplemental Budget #1, approved by the Commission earlier this year, adjusted beginning cash, reserves
and carryover expenses based on the final results of year FY2020-21. Additional information about
FY2020-21 became available rather late in the year and after the SB1 materials were prepared for the
commission therefore this supplemental budget request is being presented for your consideration. This
action also adjusts the required loan reserve for the remaining State Revolving Loan.
DISCUSSION
The CARES grant, a federal grant to assist local government agencies with COVID response, provided funds
to the City of Springfield in late FY2020-21 and city staff allocated a portion of those funds to the MWMC
operating fund. The amount of $19,111 represents $17,297 in payroll costs to reimburse MWMC for staff
time spent on COVID response and $1,814 to reimburse for MWMC’s allocated share of the cost of a
consultant engaged to provide assistance with securing employee remote work file server migration. The
amount is being proposed to adjust the operations budget with an addition to beginning cash and an
addition to the operating reserve.
In addition, there was a change by the State of Oregon to the required reserve for the SRF loan. This
reserve was budgeted at $186,616. It has recently come to my attention that each time one of the SRF
loans is paid off, the required reserve is reduced, and currently the required reserve is $50,000. The
downward adjustment of the SRF reserve, in the amount of $136,616, will be offset by an increase to the
operating reserve.
AGENDA ITEM IV
Memo: Supplemental Budget #2
December 2, 2021
Page 2 of 2
The third item is a readjustment to the Major Rehab capital carryover. In SB1, we indicated that the FY21
budget was underspent by $982,185, however only $165,000 was requested to be carried over. In
hindsight, Eugene capital project staff realizes they needed to carryover additional funds for the Screw
Pump Wet Wells concrete rehab work and this request includes an additional $536,700 to increase the
budget for Major Rehabs with a corresponding decrease to the Capital Reserve. The Screw Pump Wet Wells
rehab project was completed in July 2021, and the expenses are in FY22; hence the need for the additional
$536,700 to be carried forward.
ACTION REQUESTED
Approve, by motion, Resolution 21-10 authorizing the budget actions requested in this memorandum.
ATTACHMENTS
1. Resolution 21-10
2. Attachment A – Summary of Changes
Page 1 of 2
METROPOLITAN WASTEWATER MANAGEMENT COMMISSION
RESOLUTION 21-10 ) IN THE MATTER OF APPROVAL OF
) FISCAL YEAR 2021-22 SUPPLEMENTAL
) BUDGET #2
WHEREAS, the Metropolitan Wastewater Management Commission (MWMC) approved
the FY 2021-22 Budget on April 9, 2021 pursuant to Resolution 21-03;
WHEREAS, the Metropolitan Wastewater Management Commission (MWMC) amended
the FY 2021-22 Budget on September 10, 2021 pursuant to Resolution 21-09;
WHEREAS, additional information from actual experience regarding the FY 2020-21 Budget
became available after the adoption of Resolution 21-09 and the actual prior fiscal year ending
balances is greater than previously known by $19,111. This amount should now adjust the budgeted
beginning cash and the operating reserve for the FY 2021-22 Budget;
WHEREAS, as State of Oregon State Revolving Fund Loans are paid off, the required loan
reserve decreases. The State Revolving Fund Loan reserve requirement is less than budgeted for the
Fiscal Year 2021-22 and may be decreased with a corresponding increase to the Operating Reserve.
The required amount is now $50,000 and the adjustment is $136,616.
WHEREAS, additional information from actual experience regarding the FY 2020-21
budget became available after the adoption of Resolution 21-09 and the actual carryover request
for Major Rehab costs in Fiscal Year 2021-22 should have been larger by $536,700, all related to
the Screw Pump Wet Wells concrete rehab work. The current request is to increase the Major
Rehab budget for FY 2021-22 and decrease the Capital Reserve budget for FY 2021-22 by the
amount of $536,700.
NOW, THEREFORE, BE IT RESOLVED BY THE METROPOLITAN WASTEWATER MANAGEMENT
COMMISSION: The FY 2021-22 Supplemental Budget #2 as presented to the MWMC on December
10, 2021, is hereby approved.
ADOPTED BY THE METROPOLITAN WASTEWATER MANAGEMENT COMMISSION ON
THE 10TH DAY OF December 2021.
Attachment 1 - Resolution 21-10
METROPOLITAIN WASTEWATER MANAGEMENT COMMISSION
Resolution 21-10
Page 2 of 2
_____________________________________________
Jennifer Yeh, MWMC President
Approved as to form: __________________________
Brian Millington, MWMC Legal Counsel
Attest: _______________________________________
Josi Brennan, MWMC Secretary
Digital Signature:
Digital Signature:
Digital Signature:
Item Description Increase/Decrease Amount
Beginning Cash Increase 19,111$
Operating Reserve Increase 19,111$
SRF Reserve Decrease 136,616$
Operating Reserve Increase 136,616$
Major Rehab Increase 536,700$
Capital Reserve Decrease 536,700$
Attachment A
Attachment A - Summary of Changes
______________________________________________________________________________
M E M O R A N D U M
DATE: December 2, 2021
TO: Metropolitan Wastewater Management Commission (MWMC)
FROM: Katherine Bishop, Environmental Services Program Manager
SUBJECT: Liability Insurance Renewal for 2022
ACTION
REQUESTED:
Authorize the Executive Officer to enter into an agreement for
liability insurance coverage to be effective January 1, 2022
ISSUE
The Metropolitan Wastewater Management Commission’s (MWMC) existing general liability insurance
coverage with Special Districts Insurance Services (SDIS) covers the 2022 calendar year. The Commission
is requested to authorize the Executive Officer to enter into an agreement for liability (casualty)
insurance coverage with SDIS to be effective January 1, 2022 through December 31, 2022.
BACKGROUND
The MWMC carries property insurance and general liability (casualty) insurance policies that provide risk
insurance coverage, working closely with the MWMC Insurance Agent of Record.
Insurance Agent of Record - Following a competitive process, the Commission authorized the MWMC
General Manager to enter into a multi-year contract with Brown & Brown Northwest (BBNW) for
Insurance Agent of Record services. The BBNW team members serving the MWMC include Ron Cutter,
Senior Vice President / NW Public Sector Practice Leader; Tim Clarke, Senior Vice President of Claims; and
Bianne Tyerman, Account Manager.
Liability (Casualty) Insurance - The Special Districts Insurance Services (SDIS) provides liability insurance
coverage to the MWMC providing services to special districts, resulting in an overall fit for the MWMC.
The SDIS is a program provided by the Special Districts Association of Oregon (SDAO). The Commission
authorized the MWMC Executive Officer to enter an initial contract with SDIS for Liability Insurance
effective July 1, 2015. Later, the Commission authorized renewals of liability insurance coverage with
SDIS, on an annual basis. The cities of Eugene and Springfield, and Lane County also use BBNW.
AGENDA ITEM V
Memo: Liability Insurance Renewal for 2022
December 2, 2021
Page 2 of 2
Property Insurance - In June 2021 the Commission authorized the MWMC Executive Officer to enter into
agreements to secure property insurance including earthquake and flood coverage for the MWMC’s
property assets currently valued at $337.5 million for the fiscal year (FY) period of July 1, 2021 through
June 30, 2022. Staff will return to the Commission in June 2022 to discuss property insurance and to seek
approval for FY 2022-23 property coverage.
DISCUSSION
Liability (casualty) insurance covers general liability, administrative liability, public officials’ liability, non-
owned and hired automobile liability, hired automobile physical damage, and umbrella/excess liability
coverage.
The 2022 liability insurance rate of $33,472 reflects an increase of $1,676 or 5.3% when compared to
2021. Separately, staff participated in the SDIS Best Practices Credit program earning a credit of ($3,781)
applied to the 2022 rates resulting in a net premium of $29,691.
In addition, the MWMC will receive a Longevity Credit in February 2022 in the amount of ($2,053)
or 6.9%, resulting in an overall expense of $27,638.
Staff is recommending renewal of liability insurance coverage with Special Districts Insurance Services
(SDIS) for the 2022 calendar year with the insurance premium at $29,691, plus associated membership
dues at $1,267 paid to the SDAO. The combined 2022 premium and membership is $30,958 reflecting
an overall increase of $1,524 or 5.2% when compared to 2021.
ACTION REQUESTED
The Commission is requested by motion, to authorize and direct the MWMC Executive Officer to enter
into an agreement with Special Districts Insurance Services (SDIS) for liability (casualty) insurance
coverage, plus associated SDAO membership renewal for the period of January 1, 2022 through
December 31, 2022.
______________________________________________________________________________
M E M O R A N D U M
DATE: December 2, 2021
TO: Metropolitan Wastewater Management Commission (MWMC)
FROM: Matt Stouder, Executive Officer
Dave Breitenstein, Wastewater Division Director
SUBJECT: Key Outcome 3 - Intergovernmental Partnership
ACTION
REQUESTED:
Provide input/direction to staff on Key Outcome 3 and associated Performance
Indicators
ISSUE
At the January 8, 2021 meeting, the Commission requested that staff evaluate the various Performance
Indicators associated with the five Key Outcomes in the MWMC’s Regional Wastewater Program (RWP)
Budget, to potentially include new and/or revised indicators that better align with each outcome. This
memo focuses on Key Outcome 3, related to a successful intergovernmental partnership.
BACKGROUND
Each year in January, staff begins the budgeting process by providing the Commission with a
presentation on the MWMC’s five Key Outcomes and associated Indicators. Included with this
presentation is a discussion on performance with respect to the Indicators over the past fiscal year
(actual), current fiscal year (estimated actual) and upcoming fiscal year (target).
At the January 8, 2021 meeting, the Commission requested staff revisit the draft Performance Indicators
associated with the Key Outcomes to better align with the overarching goal of each outcome. Staff
suggested, and the Commission agreed, to review the Key Outcomes individually over the course of
calendar year 2021 during regular Commission meetings, as agenda time allows. Staff will present draft
revisions to Key Outcome 3 at the December 10, 2021 Commission meeting.
DISCUSSION
Key Outcome 3 relates to a successful intergovernmental partnership, with specific language of “Achieve
and maintain a successful intergovernmental partnership.” A successful intergovernmental partnership is
the foundation for the four pillars of the MWMC’s 2020 Strategic Plan, and includes the three following
goals:
Maintain model performance of intergovernmental cooperation
Prioritize and invest in emerging opportunities within the context of the Strategic Plan
Ensure organizational capacity to effectively support strategic priorities
AGENDA ITEM VI
Memo: Key Outcome 3 - Intergovernmental Partnership
December 2, 2021
Page 2 of 2
Attachment 1 lists the draft key Performance Indicators for Outcome 3, along with draft red-lined
modifications for Commission consideration and feedback. Staff will discuss the proposed changes in
more detail with the Commission at the December 10, 2021 Commission meeting.
ACTION REQUESTED
Review and provide direction to staff regarding the draft Performance Indicators associated with Key
Outcome 3, as listed in Attachment 1.
ATTACHMENTS
1. Draft Key Outcome 3
2. 2020 MWMC Strategic Plan
Outcome 3: Achieve and maintain a successful intergovernmental partnership.
Indicators: Performance:
FY 20-21
Actual
FY 21-22
Estimated Actual
FY 22-23
Target
NPDES Permit Renewal
Implement and adopt revised
local limits and an updated
MWMC pretreatment model
ordinance
Industrial Pretreatment
Programs are consistent with
the MWMC pretreatment
model ordinance
Prepared plans and
asssociated work
with permit
application
Conducted system
sampling, revise
limits and update
model ordinance to
reflect current
CFRs
Consistent across
service area
Submit required
information;
Review applicant
draft; Permit issued
Preliminary
Approval from
DEQ; Initiate
public notice
Consistent across
service area
Permit
implementation
Adopt local
ordinances in
Eugene and
Springfield;
Begin
implementation
Consistent across
service area
MWMC capital projects
consistent with CIP budget
and schedule
90% of initiated
projects within
budget and 100%
(11 of 11 projects)
on schedule
100% of initiated
projects within
budget and 100%
(9 of 9 projects)
on schedule
100% of initiated
projects within
budget and 75%
on schedule
Interagency coordination
regarding Capacity Management
Operations and Maintenance
(CMOM) Program
CMOM Program
update presented to
the Commission
Quarterly meetings
between Eugene
and Springfield;
Annual update to
the Commission
Quarterly meetings
between Eugene
and Springfield;
Annual update to
the Commission
Community presentations
regarding MWMC partnership,
services and outcomes
delivered jointly
Partnership Assessment Tool
2 community
presentations
delivered by staff
to groups in the
service area
---
4 community
presentations
delivered by staff
to groups in the
service area
Scope assessment
tool options;
present
concepts/options
for Commission
cosideration
4 community
presentations
delivered by staff
to groups in the
service area
Begin
implementation
and data collection
Attachment 1 - Key Outcome 3
MWMC STRATEGIC PLAN
MISSION
To protect our community’s health and the environment by providing high-quality wastewater services to the Eugene-Springfield metropolitan area in
partnership with Eugene, Springfield and Lane County
VISION
The MWMC will be recognized as a leader in protecting water quality through sustainable and fiscally responsible practices
VALUES
Clean Water
Protecting Community Health
Providing Excellent Customer Service
Sustain Environmental Stewardship
Collaboration with Partners
Maintaining Fiscal Responsibility
KEY OUTCOMES (STRATEGIC PILLARS)
PROTECT THE ENVIRONMENT BE COST-EFFECTIVE PROVIDE RELIABLE, RESILIENT
INFRASTRUCTURE
BUILD PUBLIC SUPPORT &
EFFECTIVE PARTNERSHIPS
Protect the vitality and
quality of our water, air and
land
Comply with environmental
regulations
Protect the health and safety
of the community
Maintain sound financial
practices
Ensure rates and rate
changes are planned,
moderate and incremental
Maximize cost effective use
of resources through science,
technology and innovative
partnerships
Employ best practices in
asset management
Develop and implement
resiliency planning policies
Sound governance of
infrastructure development
through capital planning that
meets existing and future
community needs
Grow communication and
educational outreach within
the service area
Leverage partnerships to
influence legislative policies
that support our mission
Explore partnership
opportunities through a
value-on-investment
discernment process
A SUCCESSFUL INTERGOVENMENTAL PARTNERSHIP (FOUNDATION)
Maintain model performance of
intergovernmental cooperation
Prioritize and invest in emerging
opportunities within the context of
the Strategic Plan
Ensure organizational capacity to
effectively support strategic
priorities
Attachment 2 - Key Outcome 3
M E M O R A N D U M
DATE: December 2, 2021
TO: Metropolitan Wastewater Management Commission (MWMC)
FROM:
Loralyn Spiro, Lead Communications Coordinator
April Miller, Communications Coordinator
SUBJECT: WPCF Renaming Exploratory Work – History and Next Steps
ACTION
REQUESTED: Information and Discussion
_____________________________________________________________________
ISSUE
Earlier this year, the Commission asked staff to provide an outline for exploratory work for a
possible renaming of the Water Pollution Control Facility. This request came after considering
the 2019/2020 market research results and information provided during the September 2020
Commission meeting on the 2021 MWMC Communications Plan. This work dovetails into the
longer-term strategy to increase awareness and name recognition of the MWMC and its
mission within the community.
In October 2021, staff shared quantitative and qualitative findings from the recent staff
survey, focus group, and social media outreach along with next steps based on the results.
Feedback from the Commission was mixed on the recommendation of a new name for both
the Water Pollution Control Facility and the MWMC as a whole.
BACKGROUND
The Commission has adopted a set of Key Outcomes that are the guiding goals for the
Regional Wastewater Program. Key Outcome #5 – Achieve and maintain public awareness
and understanding of MWMC, the regional wastewater system, and MWMC’s objectives of
maintaining water quality and a sustainable environment – is the guiding Key Outcome for
the MWMC Communications Plan and its stated strategies and tactics.
Periodically, market research will be conducted to measure how this outcome is being met
and how the stated strategies and tactics are working. Based on the results of the first two
rounds of market research in 2014/2015 and 2019/2020, the community’s awareness of the
MWMC by name is very low.
AGENDA ITEM VII
Memo: WPCF Renaming Exploratory Work – History and Next Steps
December 2, 2021
Page 2 of 5
In the fall of 2014, the MWMC conducted its first ever market research to better measure how
Key Outcome #5 was being met and to create benchmark data for future comparisons. Based
on the results, the MWMC Communications Plan was updated including objectives, strategies,
and tactics. The MWMC conducted a second round of market research in 2019/2020 for
comparison to the 2014/2015 results. The 2019/2020 findings showed that awareness of
MWMC remained low. Less than one-fifth of respondents were aware of MWMC and
awareness levels were unchanged from 2014.
Based on the market research results, and the Phase 2 Strategic Communications Planning,
the MWMC Communications Plan was again updated in 2020 for a January 2021
implementation. The 2021 MWMC Communications Plan includes 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, the plan aims to build community
members’ understanding of the importance of clean water and protecting the environment,
with a specific objective of increasing community awareness so that more than 25 percent of
those surveyed can identify the MWMC.
To support an increase in community awareness of the MWMC, the Commission asked staff to
provide an outline for exploratory work for a possible renaming of the Water Pollution
Control Facility (WPCF). The exploratory work to date has included engagement with staff and
community members to capture their feedback on renaming the WPCF. The engagement
work consisted of three tactics – staff survey, staff focus group, and social media post.
After contemplation of all the results and feedback, staff recommended simplifying the name
even more than the ones tested. Based on the common theme of “keep it simple and easy to
understand” that was captured through all three feedback channels, staff presented the
Commission with the recommended new name for the Water Pollution Control Facility of –
o Eugene-Springfield Wastewater – Treatment Facility
In making the recommendation, it was noted that Eugene-Springfield Wastewater would
allow for seamless future renaming/rebranding possibilities for other facilities and programs,
such as:
o Eugene-Springfield Wastewater – Biocycle Farm
o Eugene-Springfield Wastewater – Renewable Natural Gas
o Eugene-Springfield Wastewater – Biosolids Management Facility
o Eugene-Springfield Wastewater – Recycled Water
“Facility” was selected based on the survey results and for consistency with other MWMC
infrastructure locations. While “Plant” is more common in the naming of wastewater
treatment, it isn’t as friendly and doesn’t capture the true essence of all the processes that
occur when cleaning wastewater and sustainability efforts.
Further, staff recommended the deliberation of an overall name change to:
o Eugene-Springfield Wastewater
Memo: WPCF Renaming Exploratory Work – History and Next Steps
December 2, 2021
Page 3 of 5
In making this recommendation, it was considered that Eugene-Springfield Wastewater could
stand on its own to describe all facilities and programs that the partnership provides the
service area. Further, it would allow for easier and higher community awareness, name
recognition and understanding among community members. Additionally, Eugene-
Springfield – Commission could be used as needed to reference the Commission.
DISCUSSION
Since April 2013 and with considerable effort, the MWMC has been strategically building out
the Public Information Program to support Key Outcome 5. In addition to those stated above,
efforts have included:
April 2013 – MWMC’s logo was discussed as part of a larger conversation on a public
information update. The Commission suggested a subcommittee be formed to further
discuss MWMC’s logo; Commissioners Keeler and Loud volunteered to sit on the
subcommittee.
April 2013 Sub-Committee meeting – During the meeting, it was suggested that the
topic of updating MWMC’s logo be considered in the context of branding.
June 2013 – Staff presented an overview of what a branding/logo change effort would
require. The subject of strategic planning was brought up by the Commission, and it
was noted that it had been several years since the MWMC held such a session.
July 2013 – Added .5 FTE to the program for a total of 1.0 FTE.
October 2013 – Staff asked the Commission for direction on strategic planning,
branding and logo. The Commission directed staff to hold a strategic planning work
session.
November 2013 Work Session --- Discussed the next steps to take in shaping the
MWMC’s identity with customers, policymakers, and the community. The Commission
decided that the subcommittee previously formed to review MWMC’s brand and logo
should reconvene and help staff draft a proposal and recommendation.
December 2013 Sub-Committee meeting – The group determined a proposal and
recommendation to forward to the Commission for shaping the MWMC’s identity.
January 2014 – Staff presented the subcommittee’s proposal and recommendation for
shaping MWMC’s identity for the future including conducting market research to the
Commission.
March 2014 – Staff presented an outline for conducting the first-ever market research
for the MWMC.
Memo: WPCF Renaming Exploratory Work – History and Next Steps
December 2, 2021
Page 4 of 5
November 2014 through March 2015 – Staff conducted market research and then
presented the results, recommendations and next steps to Commission over several
meetings.
May 2015 – Staff sent the Commission the newly updated MWMC Communications
Plan based on the results of the market research.
September 2015 – It was recommended the Commission hold a strategic planning
session to discuss the creation of Mission, Vision and Values Statements for the
MWMC. The Commission supported the recommendation.
December 2015 – The Commission participated in a facilitated Strategic Planning
Session.
January 2016 – The Commission was presented the results of the Strategic Planning
Session and next steps.
June 2016 – Staff presented drafts of Mission, Vision and Values Statements to the
Commission.
August 2016 – Staff presented refined drafts of Mission, Vision and Values Statements
to the Commission.
September 2016 – Staff presented final Mission, Vision and Values Statements for
Commission approval.
June 2017 – Staff launched the MWMC’s social media channels on Facebook and
Twitter.
September 2017 – The Commission received a presentation on an updated MWMC
Communications Plan including the newly created social media and branding
appendices.
Summer 2018 – A newly designed MWMC website and an Instagram account were
launched.
July 2019 – The MWMC’s Phase 2 Strategic Communication Planning discussed with
the Commission and subsequently launched.
July 2019 – 1.0 FTE was added to the communications program for a total of 2.0 FTE.
February 2020 Goal Setting Work Session – the Commission participated in a
facilitated strategic planning work session to develop the MWMC’s Strategic Plan
Memo: WPCF Renaming Exploratory Work – History and Next Steps
December 2, 2021
Page 5 of 5
April 2020 Strategic Planning Work Session – the Commission participated in a second
facilitated strategic planning work session to further develop the MWMC’s Strategic
Plan
May 2020 – The Commission adopted the MWMC’s Strategic Plan and Strategic Pillars
Between February and May of 2020, the Commission dedicated time and effort to the
adoption of the MWMC’s Strategic Plan and Pillars. Three main areas emerged from the work
session for further strategic development, which included public awareness and
understanding. The Commission provided direction that the strategic plan should be a high-
level policy document, with strategic pillars that are short, direct, easy to remember and tie
back to the MWMC’s Mission and Vision Statements.
RECOMMENDATION
With consideration to these efforts, the MWMC Mission, Vision and Values Statements, key
findings from the first two rounds of market research, the results from renaming exploratory
work to date, and the Strategic Plan Pillar related to public awareness and understanding,
staff recommends the following:
o Table the renaming of the Water Pollution Control Facility until such time that an
overall name change for the MWMC is determined/not determined
o Discuss, deliberate and provide further direction with respect to an overall name
change for the MWMC to Eugene-Springfield Wastewater
Of final note, the name Eugene-Springfield Wastewater meets most of the elements from the
MWMC Communications Plan and public outreach efforts, in that it is:
o Simple and easy to remember and understand
o States in plain language the who, what, where
o Quickly identifies the area and services being provided
o Reduces confusion for community members
o Is shorter and easier to implement for printing and branding proposes
Next Steps
Communications staff will act upon the discussion of the Commission as needed or as
requested. Communications staff will also provide a follow up to all staff on the Commission’s
discussion and any decision(s) made about this exploratory work and next steps.
ACTION REQUESTED
This memo is provided for information and discussion.