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Home My WebLink About11-23 Comunication Packet •  • Photo by Jim Wilcox -Communication Packet- 20-Year Comprehensive Facilities Plan Project #P80101 Community Engagement Plan Final Introduction This Community Engagement Plan will serve as a guide for communications, outreach, and engagement with community members within the Eugene-Springfield metropolitan area for the Metropolitan Wastewater Management Commission’s (MWMC) 20-Year Comprehensive Facilities Plan project. This Community Engagement Plan is intended to be a working document that may be adjusted based on feedback received and as opportunities arise or are offered to engage community members that are not already listed. This Community Engagement Plan describes the activities the MWMC will implement to ensure that interested parties have adequate opportunities to provide meaningful feedback on the draft 20-Year Comprehensive Facilities Plan before it goes to the Commission for approval. The Community Engagement Plan highlights the expected outcomes, and is designed with ratepayers, stakeholders/partners, and the broader community in mind as the intended audience. Community Engagement Goals Throughout this project, the MWMC is committed to sharing information and gathering feedback when appropriate. The Community Engagement goals are to: • Ensure that the Eugene -Springfield community has opportunities to be informed about the project so they can be aware and understand what the project is and what it is trying to achieve. • Communicate information in a complete, accurate, understandable, and timely manner to the community and partners throughout the project. • Ensure the Eugene-Springfield community has opportunities to provide feedback on the project. • Demonstrate how feedback was considered, and if implemented, how it was implemented. • Adhere to the MWMC Communications Plan guiding principles. 7/21/2023 Project Purpose The purpose of the 20-Year Comprehensive Facilities Plan project is to identify utility needs for treatment capacity and capability to accommodate future growth within the MWMC service area, and to identify opportunities to expand or implement new programs that will help meet and serve the needs of ratepayers. Project Goal The goal of the new MWMC Facilities Plan is to build on the previous planning efforts to develop a practical and cost-effective set of capital improvements necessary to meet community needs and evolving environmental standards for all facilities for the next 20-plus years. The new MWMC planning document will present, once complete, a comprehensive identification and evaluation of available capital improvement strategy alternatives, and recommendations. Project Objectives The MWMC Comprehensive Facilities Plan will be comprised of three volumes of planning documents. Specifically: • Volume I, the Integrated Plan will establish the planning framework and vision for the MWMC. • Volume II, the Process Facilities Plan (the current core Jacobs work as identified in Task Orders #1 & #1.1) will identify the utility needs for treatment capacity/capability. • Volume III, the Opportunities Plan will present a vetted, strategic list/menu of project opportunities including biosolids management, recycled water use, workforce training programs, education/outreach, IT integration, etc. to conditionally pursue. These three volumes all function collectively as the Comprehensive Facilities Plan to be considered together and are integrated in thought, drivers, and design. The following graphic shows the project process, individual steps and considerations that will occur to build and confirm each volume of the MWMC Comprehensive Facilities Plan. 7/21/2023 Integrated Planning(follows EPA 6-element guidelines) GOAL: establish the MWMC roadmap to project planning and permitting strategies Issues Identification: SWOT Assessment •MWMC strategic plan•Sustainability Assessment (One Water, Utility of the Future) Systems Considerations •Land/infrastructure •Technology/cybersecurity •Workforce •Watershed/environment Stakeholder Considerations: Community Engagement Plan •Partnerships Assessment •Community Assessment Alternatives Evaluation •Considerations/Values Matrix•Strategies identification Performance Evaluation •Current conditions assessment •Key performance indicators (KPI) indentification Adaptive Management Process •Guidelines/expectations for responding to new information and opportunities Process Facilities Planning(follows Business Oregon/DEQ planning guidenlines for funding) GOAL: establish the core CIP for funding/rates/SDCs Flow and Load Characteristics Update Tech Memo WPCF Process Model and Mass Balance Update Tech Memo Regulatory Compliance Strategy TM Permits & Land Use Compliance TM Infrastructure Conditions Assessment TM Conveyance System Hydraulic Model Update TM WPCF Process Recommendations Plan Conveyance Systems and WPCF Projects CIP List Rates & SDC Study Input Community Input Assessment Opportunities Planning (based on 5 elements for product innovation) GOAL: identify a menu of project opportunities to add to the CIP as warranted Issues Identification (problems to solve) •Pending Vol. 1 & 2 Dynamics Identification (trends and situations) •Pending Vol. 1 & 2 Services Identification (opportunities for MWMC to pursue) •Pending Vol. 1 & 2 •Programmatic opportunities •Capital project opportunities Feasibility Considerations (pathways and barriers navigation) •Pending services identification Technical Advancement (conditional opportunistic project list) •Pending feasibility considerations COMPREHENSIVE FACILITIES PLAN Vol. 3: Opportunities Plan Vol. 1: Integrated Plan Vol. 2: Process Facilities Plan 7/21/2023 Key Messages The use of key messages throughout project communications is helpful in maintaining consistent messaging about the project goals and project objectives. These messages will be used in digital and written communications and as talking points as needed. • The MWMC is committed to clean water, community health, and the environment. • The MWMC is a leader in effective and sustainable wastewater treatment practices and management. • Having clean water is vital now and in the future. The MWMC cleans our community’s water 24/7 using both time-tested and innovative processes. • As our community grows, the MWMC will need to meet demand to clean our community’s wastewater and meet potential new regulatory requirements. • The MWMC continues to proactively evaluate and plan to meet our community’s future capacity needs for cleaning wastewater and to meet potential new regulatory requirements. • The MWMC active planning effort includes the continuation of using innovative and sustainable resource recovery of byproducts from the wastewater treatment process. • It is important that we actively plan so the MWMC can meet future demand using proven, well-thought-out methods and programs that will be effective, efficient, and environmentally friendly while meeting our regulatory permit. • There will be multiple ways for the Eugene-Springfield metropolitan area community members to receive information and dedicated opportunities to provide feedback on the MWMC 20-Year Facilities Planning project. Specific key messages for ratepayers: • Join our emailing list to stay in touch with developments to your community’s wastewater treatment facilities. • We’re planning ahead so our community’s wastewater treatment stays ahead of future growth and considers changing regulations statewide and nationwide. • Your rates pay for the Eugene-Springfield regional wastewater treatment facilities, which cleans your used water before it is released into the Willamette River and uses byproducts from cleaning the water in a sustainable way. 7/21/2023 Community Involvement Process The decision-making structure is represented by the graphic in this section. The structure is designed to ensure that the broader Eugene-Springfield community including ratepayers are engaged and provided opportunities to give feedback on the project, and that the Project Core Team and Consultants, the Regional Wastewater Management Team, and the Commission have the benefit of the MWMC community feedback at key project milestones. Community Feedback Commission Broader Eugene-Springfield Community/ Ratepayers Community Feedback Project Core Team and MWMC Consultants Regional Wastewater Management Team 7/21/2023 Community Engagement Audiences 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 but secondary in level of engagement effort. Audiences will be communicated with using the most-effective communication channels available and provided information that aligns with communications guiding principles. Ratepayers/Users Stakeholders/Partners Broader Community - Residents of Eugene and Springfield - Private business/ industry - Property owners/ managers/renters - Regional Wastewater Program staff - Eugene City Council/ Springfield City Council/ Lane County Board of Commissioners - Congressional delegation and staff - Local, state, and national regulators - Oregon Association of Clean Water Agencies (ACWA) - 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 Community Engagement Strategies 1. Raise awareness of the MWMC Comprehensive Facilities Plan project and the connection between well-managed wastewater services and a healthy local environment. 2. Engage community members in the project to build understanding of what effort is needed to have well-managed wastewater services and where they can provide feedback in that process. 3. Engage community members in the project to build understanding that we must plan now to meet the future wastewater service needs of our community and we want their feedback in the planning process. 4. Increase the overall awareness and understanding of the MWMC within the service area. 7/21/2023 Community Engagement Tactics Purpose Tactic Lead Timeline Level Provides project information in one location. Project Webpage MWMC Communications Team Establish Spring 2023 Inform Provide project information on specific topics or issues. E-Newsletter Article(s) MWMC Comms Team Edition(s) TBD Inform Build overall awareness and promote project activities and findings. Social Media posts (Facebook, Instagram, Twitter) MWMC Comms Team On-going/as needed Inform Introduce and explain project phasing and gather feedback through linked survey; update as needed Project Story Map MWMC Comms Team Date based on project timeline Inform and gather feedback Gather feedback through a brief 3- minute survey; may be done at each phase Project Survey(s) LCOG Date(s) based on project timeline and need Gather Feedback Convey main points of project Project Key Messages MWMC Comms Team As needed Inform Announce timely information Project News Releases MWMC Comms Team As needed Inform Provide interviews on the project Project Spokesperson TBD As needed Inform Provide project information and receive feedback Community Presentations and/or Open House Combined – LCOG and MWMC Comms As determined/ opportunities arise Inform and gather feedback Provide information and request feedback by providing link to the brief 3-minute survey Mailing (Use as the catapult for annual MWMC mailing to service area) MWMC Comms Team Create based on project timeline Inform and gather feedback Provide information, gather feedback One-on-One Meetings LCOG As appropriate/ needed Inform and gather info Evaluate effectiveness of outreach Analytics MWMC Comms Team On-going Analysis and adjustments After key project milestones Debrief Meetings Combined – LCOG and MWMC Comms As needed working with Project Core Team Analysis and adjustments 7/21/2023 Measures of Success Measures of success will help determine the effectiveness of the project’s community engagement efforts. Measures are based on the established tactics listed. The MWMC will evaluate the effectiveness of the community engagement throughout and at the end of the project timeline (2023 to 2025). The following factors could be used to assess the engagement efforts: • Number of participants for meetings, events, or online open house. • Number of website views during a specific time period. • Number of community members who sign up for the MWMC e-newsletter during the life of the project. • Number of recipients who opened and clicked through on the e-newsletter. • Engagement numbers from social media posts. • Number of project comments received (phone calls, emails, comment cards, online, in- person, etc.). • How project decisions have been modified based on community feedback. • Whether the comments received are relevant to the MWMC project (project understanding by individuals/people). • Level of acceptance of project outcomes. Project Timeline (2023 to 2025) This is a high-level project timeline that shows and demonstrates how the project is intended to be rolled out. The timeline is managed by the MWMC lead project manager and Project Core Team. Opportunities Planning Phase 3 2025 Process Facility Planning Phase 2 2024 Intagrated Planning Phase 1 2023 • • • • • • o o • • • • • • • • • • • • • • • • o ▪ o ▪ o ▪ o ▪ ▪ ▪ • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •