MARATHON COUNTY SOLID WASTE MANAGEMENT BOARD

AGENDA

Date & Time of Meeting: Monday, July 13, 2020 at 2:00 pm Meeting Location: Large Conference Room, 210 River Drive, Wausau, WI

Marathon County Mission Statement: Marathon County Government serves people by leading, coordinating, and

providing county, regional, and statewide initiatives. It directly or in cooperation with other public and private partners provides services and creates opportunities that make Marathon County and the surrounding area a preferred place to live, work, visit, and do business. (Last updated: 12-20-05)

Mission Statement: To provide the residents, businesses and organizations of the region with a cost effective, comprehensive integrated waste management system. The system consists of programming, education and consulting services on waste reduction, recycling, composting and hazardous waste management, along with landfill disposal, with landfill-gas-to-energy production.

Members: Alan Christensen- Chair, Jean Maszk- Vice-Chair, Jonathan Fisher, Kerry Brimmer, Brad Lenz, Myron Podjaski, Dennis Gonnering, Thomas Seubert

The meeting site identified above will be open to the public. However, due to the COVID-19 pandemic and associated public health directives, Marathon County encourages Solid Waste Management Board members and the public to attend this meeting remotely. To this end, instead of attendance in person, Solid Waste Management Board members and the public may attend this meeting by telephone conference. If Solid Waste Management Board members or members of the public cannot attend remotely, Marathon County requests that appropriate safety measures, including adequate social distancing, be utilized by all in-person attendees.

Persons wishing to attend the meeting by phone may call into the telephone conference beginning five (5) minutes prior to the start time indicated above using the following number: PHONE NUMBER: 1-408-418-9388 Access Code: 146 068 4926 Password: 1111 When you enter the telephone conference, PLEASE PUT YOUR PHONE ON MUTE!

1. Call Meeting to Order 2. The Public Comment portion of the agenda has been temporarily suspended, pursuant to

Marathon County Resolution # R-29-20, dated April 21, 2020, because the technology necessary to afford the public the opportunity to address the County Board, or its subgroups, during public Comment is difficult to guarantee, if a large number of individuals have elected to call in.

3. Welcome new members & introductions 4. Approval of the Minutes of the June 8, 2020 Meeting 5. Educational Presentations / Outcome Monitoring Reports and Possible Action:

A. Director’s Report: i. Departmental tonnage and cash flow data ii. Review of director’s work plan iii. Regional solid waste disposal agreement-an overview

6. Policy Issues Discussion and Committee Determination to the County Board for its Consideration and Possible Action: A. Rescind capital request for new Bomag 1172 compactor B. Authorize entering into a 4 year Lease Purchase Agreement with Leasing 2, Inc. to finance the

purchase of a new Bomag 1172 compactor at 0.61% interest in the amount of $1,045,663.00 purchased from Miller Bradford and Risberg, Inc.

7. Next Regular Meeting Time, Location, Agenda Items and Reports to the County Board – Committee Members are asked to bring ideas for future discussion; next meeting August 10, 2020

8. Announcements / Requests 9. Adjournment

Any person planning to attend this meeting who needs some type of special accommodation in order to participate should call the County Clerk’s Office at 715-261-1500 or e-mail infomarathon@mail.co.marathon.wi.us one business day before the meeting.

SIGNED /s/ Meleesa Johnson FAXED TO: Presiding Officer or Designee News Dept. at Daily Herald (848-9361), City Pages (848-5887), Midwest Radio Group (848-3158), Marshfield News (715 387-4175), NOTICE POSTED AT COURTHOUSE: TPP Printing (715 223-3505) Date: 07/07/2020 Date: Time: 12:10 pm Time: a.m. / p.m. By: BI By: Date/Time/By:

Marathon County Solid Waste Management Board 2020-2025 Strategic Goals

1. Maximize economic opportunities from landfill operations. 2. Engage Marathon County residents and businesses to divert solid waste into productive use

such as but not limited to hazardous household, food, and construction and demolition. 3. Make recycling easy and understandable. 4. Shift the paradigm to alternative uses for waste. 5. Influence state policy in order to make the highest and best uses of waste resources.

MARATHON COUNTY SOLID WASTE MANAGEMENT BOARD

Minutes June 8, 2020

Attendance: Present Not Present Jean Maszk, Vice Chair X (Webex) Alan Christensen X (Webex) Myron Podjaski X (Webex) Kerry Brimmer X (Webex) Brad Lenz X (Webex) Thomas Seubert X (Webex) Jonathan Fisher X (Webex) Dennis Gonnering X (Webex)

Also present via Webex: Meleesa Johnson – Solid Waste Department (SWD); Brenda Iczkowski – Conservation, Planning, and Zoning (CPZ); Mark Torresani 1. Call to order

The agenda being properly signed and posted, and the presence of a quorum, the meeting was called to order at 2:00 pm by Chair Christensen via WEBEX.

2. Public Comment – 15 Minutes – The Public Comment portion of the agenda has been temporarily suspended, pursuant to Marathon County Resolution # R-29-20, dated April 21, 2020, because the technology necessary to afford the public the opportunity to address the County Board, or its subgroups, during public Comment is difficult to guarantee, if a large number of individuals have elected to call in.

3. Welcome of New Members & Introductions Christensen welcomed new members County Supervisor Fisher and County Supervisor Gonnering along with welcoming back the other board members.

4. Approval of the minutes from the May 11, 2020 meeting Action: MOTION / SECOND BY PODJASKI / BRIMMER TO APPROVE THE MAY 11, 2020 MINUTES. MOTION CARRIED BY VOICE VOTE, NO DISSENT.

5. Educational Presentations / Outcome Monitoring Reports and Possible Action. A. Director’s Report

i. Report-Impact of PFAS on leachate costs & budget projections Johnson shared included in the packet was a Powerpoint recapping the issues of PFAS. Below are some highlights that was shared:

PFAS/PFOS/PFOAS are a group of persistent organic pollutants that consist of 5000+ compounds

Compounds are used in class 2 fire-fighting foam and consumer goods. Primary pathway of exposure for children is dust in homes/schools. Primary pathway for adults

is food they eat. Became a contaminant of concern about 2 years ago-DNR started investigating to evaluate

extent of contamination. Johnson shared the DNR conclusion as the following:

Landfills are identified as “sources” of PFAS via leachate Marathon County Solid Waste Department’s long-term wastewater treatment facility withdrew

from the agreement. In conclusion, the Marathon County Solid Waste Department has 3 landfills produce 12-17 million gallons of leachate every year. The staff have researched options for the leachate treatment with possibilities from numerous locations to which some locations are currently being used. The transportation costs could be in between $188-$385. The results will be an estimated budget shortfall for leachate transportation and treatment of approximately $300,000.

Action: NONE AT THIS TIME. Follow through: FOR INFORMATIONAL PURPOSES ONLY.

6. Policy Issues Discussion and Committee Determination to the County Board for its Consideration and Possible Action: A. Motion to go into closed session (Roll Call Vote suggested), pursuant to Wisconsin Statute Chapter 19.85(1)(e): “Deliberating or negotiating the purchasing of public properties, the investing of public funds,

Marathon County Solid Waste Management Board June 8, 2020

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or conducting other specified public business, whenever competitive or bargaining reasons require a closed session,” For the purpose of permitting the Board to discuss strategy for negotiating the possible granting of an easement across county-owned property located at 172900 Hwy 29, Ringle. B. Motion to Return to Open Session (No Roll Call Vote Required) for announcements and possible action on matters discussed in closed session. ACTION: NONE AT THIS TIME. Follow through: None at this time.

7. Next Regular Meeting Time, Location, Agenda Items and Reports to the County Board Board members are asked to bring ideas for future discussion; next meeting July 13, 2020 at 2pm, with the location to be determined.

8. Announcements / Requests None at this time.

9. Adjournment There being no further business to come before the members MOTION / SECOND BY FISCHER / SEUBERT TO ADJOURN THE MEETING AT 2:58 P.M. MOTION CARRIED BY VOICE VOTE, NO DISSENT.

Respectfully submitted, Meleesa Johnson Director-Solid Waste Department MJ:BI July 7, 2020

MCSWDTonnage Recap 2015-2020

2015 2016 2017 2018 2019 2020 Inc/Dec % IncTons Tons Tons Tons Tons Tons 2019 vs. 2020 or Dec 2015

** 3130.18 tons ash into Area BJanuary 11,653.18 10,443.97 12,970.11 12,858.33 11,365.73 15,583.25 4,217.52 32.80% ** 22469.79 tons ash into Area BFebruary 9,700.00 10,566.20 11,919.48 11,074.66 12,869.71 14,294.34 1,424.63 12.86% ** 34141.88 tons ash into Area BMarch 12,790.94 13,638.72 13,862.87 14,151.90 15,563.90 16,570.79 1,006.89 7.11% ** 30231.09 tons ash into Area BApril 16,527.00 16,569.86 13,738.78 14,730.86 18,237.58 19,465.12 ** 1,227.54 8.33%May 18,132.11 ** 16,735.81 14,269.14 17,721.65 19,511.47 ** 0.00% ** 3522.18 tons c-soil to Area BJune 38,936.43 ** 17,242.89 12,926.47 13,868.89 16,660.82 0.00%July 54,996.09 ** 16,311.00 14,003.97 21,563.11 ** 17,741.24 0.00% **8453.37 tons c-soil from WPSAugust 45,180.62 ** 19,554.26 15,696.78 17,368.86 17,409.87 0.00%September 15,886.47 19,243.09 18,571.25 ** 15,814.07 19,890.64 ** 0.00% ** 845 tons c-soil to Area BOctober 15,614.77 15,378.59 19,134.67 19,079.42 20,967.13 0.00% ** 266 tons c-soil to Area BNovember 13,376.85 16,066.69 13,790.88 16,479.26 16,150.72 ** 0.00% 50.88 tons c-soil to Area BDecember 14,575.80 14,546.06 11,575.08 11,374.97 16,852.11 0.00%

** 640.6 tons demo to Area BTOTAL 267,370.26 186,297.14 172,459.48 186,085.98 203,220.92 65,913.50 7,876.58

2017

2018

2019

2020

2020 Bluebird Ridge BUDGET January February March April Year To Date

Revenues AMOUNT ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL

General Operations (Programs & Disposal) 3,152,489$ 269,902$ 247,578$ 277,221$ 348,569$ 1,143,270$

Transfers From Fund Balance/Construction Fund 1,775,300$ $123,952 39,826$ $20,380 184,158$

TOTAL REVENUES 4,927,789$ 393,854$ 287,404$ 277,221$ 368,949$ 1,327,428$

2020 Bluebird Ridge BUDGET January February March April Year To Date

Expenses AMOUNT ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL

Total Personnel Services 752,043$ $66,837 $64,682 $55,911 $56,508 $243,938

Total Contractual Services 1,164,000$ $46,254 $22,456 $102,584 $94,172 $265,466

Total Supplies & Expenses 739,150$ $57,240 $64,402 $69,154 $19,104 $209,900

Total Fixed Charges 497,296$ $16,741 $13,556 $13,441 $9,378 $53,116

Total Capital Outlay & Transfers 1,775,300$ $123,925 $39,826 $0 $20,380 $184,131

TOTAL EXPENSES 4,927,789$ $310,997 $204,922 $241,090 $199,542 $956,551

Tonnage 15,583.25 14,294.34 16,570.79 19,465.12 65,913.50

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Activity

What We have Already Done

Outcomes

Time Line

Dependencies

Progress

1. Bluebird Ridge Phase 6-8 expansion in alignment with SWMD Strategic Goal #1 and MC Strategic Objective 5.2, 6.3, 10.12 & 12.3.

Completed environmental assessment

Completed 6 rounds of GW monitoring

Completed feasibility study

Determination letter

Feasibility study determination-summer 2020

DNR workload and response times

A. Bluebird Ridge Phase 6-8 plan of operation

Proposed an enhanced liner system that uses less resources and is more protective of the environment

Started plan of operations

Plan of operation approval letter DNR legal opinion of suitability of

enhanced liner systems

Plan of operation approval fall 2021 Legal opinion- fall 2020 Construction of Phase 5A/6- Summer 2022

DNR workload Statutory and regulatory hurdles Construction challenges

B. Host community discussion for addendum of negotiated agreement

Met for initial discussion with town of Ringle for addendum to negotiated agreement

Addendum to host community agreement that simply reaffirms terms of original agreement

Host community agreement in place-summer 2021

Busy schedules of Ringle team

2. Evaluate PFAS/PFOS in leachate issue and implication for department in alignment with SWMB Strategic Goal #1 & #5 and MC Strategic Objective 5.2, 6.3 & 12.3.

Led effort to build a statewide coalition of solid waste and wastewater professionals

Work with coalition to develop educational series for legislative staff and legislators

Work with related entities to find regulatory or legislative solutions to treatment/mitigation strategies based on science

Ended relationship with Domtar Developed options with Wausau,

Plover and Stevens Point Engaged Wausau WWTF in

discussion of possible installation of holding tank

Worked with staff to develop site improvements that will minimize leachate production

Realistic/achievable regulatory framework based on science

10-20% reduction in leachate production and commiserate reductions in costs

Legislators and regulators engage the SW/WW industry in developing solutions

If treatment systems are required, then a grant program is offered to aid landfills, compost facilities, recycling facilities and wastewater facilities.

Timeline is now delayed because of COVID and end of legislative session. Possible outcomes seen in summer 2021

Leachate production improvements-summer 2020

Because so much is yet unknown about toxicology and epidemiology of PFAS, the situation in not only WI, but across the US is quite in flux. That flux is a primary dependency.

The ability of SW/WW professionals to keep up with changes.

The election cycle. Sources of funding Staffing workload

A. Evaluate efficacy and costs (capital and operational) of onsite wastewater treatment systems

Began meeting with manufacturers, consultants and academics on efficacy and costs of onsite treatment options.

Collaborating with universities working on leachate/PFAS study

One treatment option is demonstrated to be feasible, effectively treats for PFAS, is affordable and effluent can be discharged onsite.

Ongoing, as many treatment options are still in bench testing and not yet expanded to field testing and full implementation.

Flux

Meleesa Johnson

2020 WORK PLAN

Overarching Goal: Help to make Marathon County the healthiest, safest and most prosperous county in the state.

Guiding Documents: MC Strategic Plan 2018-2022 & SWMB Strategic Plan 2019-2024

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3. Continue cooperative work with Shawano and Portage counties as part of Tri-County Agreement, in alignment with SWMB Strategic Goal #1 and with MC Strategic Objective #12.3.

Semi-annual meetings to evaluate waste stream, recycling goals and other program needs

Developed and implemented the Central WI Recycling Collective to create single go-to recycling authority

Provide special waste planning support

Began discussion of agreement beyond is 2032

Positive working relationship with regional partners for agreement that lasts until 2032

Increased use of joint recycling messaging by municipalities across the region.

Assisted in develop client retention Long-term disposal capacity and

financial stability for partners

Ongoing to meet terms of contract Competition in the market Disruptions to the waste stream-

economic downturn Political changes

4. Continue to provide support to Marathon County municipalities by providing value added services, in alignment with Strategic Goals #2, 3 & 4, as well as MC Strategic Objective #10.8

Launched county-wide cooperative recycling education/outreach program

Ongoing support for curbside contract and bid work

Environmental consulting for contaminated site clean ups

Managing rates to MC municipalities so they can better manage their budgets

Continued dedication of waste to MCSWD

Ongoing Competition in the market Challenge of municipal budgets Diminishing recycling dollars for

municipalities Recycling markets

5. Continue to provide support for regional economic development and assisting businesses, by providing value added services, in alignment with SWMB Strategic Goals #2, 3, and 4, as well as MC Strategic Objective #5.2, 10.6, 10.8, 10.10, 10.12 & 12.3

Ongoing client services to help businesses reduce costs by better managing waste

Aid entrepreneurs/start-ups interested in waste management/waste reduction business models-service as technical advisers

Develop waste audit and evaluation program

Start-up of new businesses Cost reductions for existing

businesses Customer loyalty and continued

dedication of waste to MCSWD

Ongoing

Time constraints Economic conditions that cause

businesses to reprioritize

6. Evaluate impact (threats & opportunities) of Waste Management and Advanced Disposal merger in alignment with SWMB Strategic Goal #1 and MC Strategic Objective #10.12 & 12.3

Discussed merger and answered questions with USDOJ Antitrust Division

Help roundtable discussions with other municipally-owned SW facilities

Continue to build relationship and loyalty with WM regional managers and VPs.

Spoke with market investment researchers about status of merger (and its potential to fall apart)

Continue to contract directly with waste generator, rather than just the hauler

One outcome would have WM divest of some of the Advanced holdings to ensure they do not monopolize the market

Ideally, the outcome would be for the merger to not happen.

Investigations during Q1 and Q2 2020. Expected DOJ decisions late spring 2020 Divestiture (if required) will likely occur Q3

2020

COVID economic downturn Interested investors for any

divestiture Other competition in the market

7. Protect and defend the interests of the county and the SWD, while meeting terms of agreements, in interchanges and

Continue to provide required reports

Work to evaluate value of FRI’s request for an easement

Ideal outcome would be for the county to finally be compensated for the value of the gas via the cost of the easement

Provide SWMB and county administrator pro forma on value of gas June 2020

Negotiate terms summer-fall 2020

Willingness to aggressively pursue just compensation for the county

Time constraints of administrator and attorney

Ongoing challenges of relationship

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negotiations with Fiber Recovery

Continue to operate the facility in compliance with all DNR permits and terms of contract

8. Reassess system for LTC and closure accounts in alignment with SWMB Strategic Goal #1 and MC Strategic Objective #12.3

Began discussion with Finance Director and Treasurer about moving SWD LTC and closure accounts away from USBank

Discussions about other options to avoid increasing investment fees

Ideally, the outcome would be to have the accounts not losing money and instead earning money by finding an option that charges less than USBank.

Solution found by EOY Time constraints of staff DNR rules tied to statute about

investments MC fiscal policies

9. Empower staff to evaluate process improvement opportunities that help achieve with Strategic Goal #1 and MC Strategic Objective #12.3

Sent two staff to the IDEAS Academy

Make discussions of process improvement a part of regular staff and operational meetings

Use Academy attendees to stimulate discussions of process improvement

Review plans to implement Academy projects

Entire staff attend IDEAS Academy Use investment in Academy to

reduce costs, create operational efficiencies and improve customer experience

Ongoing Time constraints for staff

10. Expand opportunities to work collaboratively with colleagues across the county (i.e.: MLK Day planning and with Health Dept on drug diversion efforts and needle collections) in alignment with all MC Strategic Plan Priority Objectives

Work with the 2020 MLK Day planning team.

Started working with 2021 MLK Day team.

Ongoing collaboration with Health Dept. Environmental Health & Substance Abuse Prevention Program

Developed beneficial use program for Hwy Dept. street sweepings

Developed reduced disposal rate for MC demolition projects

Provided technical support & review for Disaster Debris Management Plan

Serve on LEPC

Greater opportunities for SWD staff to support other MC Depts (i.e.: support other departments by having the expertise of our environmental health and safety specialist)

Have SWD conduct a waste audit to highlight ways county could reduce waste and recycle more and save money

Ongoing Time constraints for staff Opportunities may not exist

11. Continue to work on improving organizational culture within the department

Rounding using the Lighthouse Leadership model

Emphasis on county’s overarching goal and the important role of SWD

Implement ideas from staff that will improve culture and solidify team

Focus on capacity building based on each team members strengths (Strengths Finders)

Each staff member feels valued, connected to other members and feels the work place provides opportunity for positive growth

Ongoing

Time constr

Intergovernmental Solid Waste Disposal AgreementA REVIEW OF THE PAST AND CURRENT OPTIONS

A bit of history… Marathon County landfills

◦ 1970s-80s: Built as the community resource to replace local dumps & protect the environment

◦ 1990s-Decline in waste volumes◦ Success of WI Recycling Law

◦ Paper mill sludge used as soil amendment

◦ Coal ash used for concrete & drywall

◦ Increase in competition for waste

◦ Original business model not prepared for new paradigm

◦ Revenues shrink & per ton costs increase

More history…Portage County landfill

◦ 1970s-80s: Built as the community resource to replace local dumps & protect the environment

◦ 1990s-Decline in waste volumes◦ Success of WI Recycling Law

◦ Increase in competition for waste

◦ Original business model not prepared for new paradigm

◦ Revenues shrink & per ton costs increase

◦ 1990s-Host community wanted facility closed◦ Negotiated agreement for closure

And finally, a little bit more…Shawano Co. landfill

◦ 1970s-80s: Built as the community resource to replace local dumps & protect the environment

◦ 1990s-Decline in waste volumes◦ Success of WI Recycling Law

◦ Increase in competition for waste

◦ Original business model not prepared for new paradigm

◦ Revenues shrink & per ton costs increase

The problem (from a 2001/2002 perspective)…Marathon County had 32-acre landfill and not enough annual tonnage to keep per ton costs down

Portage County has to close site and needed a new disposal location

Shawano County looks for more affordable option than operating its own landfill

Competition continues to increase

The solution…Foth & Van Dyke enters the picture with a proposal

Intergovernmental Solid Waste Disposal Agreement◦ Economies of scale

◦ Dismiss previous concept that county landfill can only serve customers within county boundaries

◦ Worked out terms of 30 year commitment

The AgreementSecures the waste from Marathon, Portage and Shawano counties

Term: 2002-2032

Establishes target tonnage and discount pricing◦ Marathon - 78,000 ton

◦ Portage - 28,000 ton

◦ Shawano - 12,000 ton

Securing waste…Marathon Co.

◦ Contracts with small, medium and large haulers & municipalities

◦ Generally 3-5 year contracts

Portage Co.◦ Contracts with 21 of 28 municipalities

◦ 5 year term

◦ Smaller contracts with independent haulers/other customers

Shawano Co. ◦ Contracts with municipalities to use transfer facility

◦ No contracts with haulers or businesses

The complications…30 year disposal agreement, but shorter term commitments from each county’s respective customers

Consolidation-larger haulers buying smaller competitors

A continued move toward diverting more and more materials from landfills

Maintaining adequate tonnage to keep per ton rate down given the above complications

The opportunitiesStrong relationships between the partner counties

Existing regional education & outreach on waste reduction & recycling

Exceptional business opportunities with independent haulers

Growth in region

Superior market position as a region

Beyond 2032Portage County-

No land for new landfill

Portage County Landfill

Portage County Transfer Facility

Portage County Material Recovery Facility

Beyond 2032Shawano County-

Increasing development at SW facility Shawano County Transfer

Facility & Landfill property

Beyond 2032

Marathon County-Room to

grow; Multiple options

Option-continue to expand Bluebird Ridge

Option-mine Area A, place waste in lined landfill-reuse footprint

Option-expand Area B

Option-expand Area B

Option-purchase property and build new

Policy Questions

Should staff continue their work with Portage & Shawano counties to evaluate extension/amending Regional Disposal Agreement?

Should staff continue to vet the various options for disposal capacity beyond 2032?