UNIVERSITY
OF
OREGON,
DEPARTMENT
OF
PLANNING,
PUBLIC
POLICY,
AND
MANAGEMENT

SUSTAINABILITY
AT
WILLOW
LAKE

A
CASE
STUDY
IN
SERVICE‐LEARNING
AND
THE
SUCCESSFUL
IMPLEMENTATION
OF
INDUSTRIAL
SYMBIOSIS
Aaron
Harris,
Master
of
Community
and
Regional
Planning
2013


 





 2
ABSTRACT
Industrial
ecology
explores
how
industrial
systems
can
function
more
like
natural
ecosystems.
Industrial
symbiosis
is
a
subfield
of
industrial
ecology
and
aims
to
develop
mutually
beneficial
scenarios
for
the
economy
and
the
environment.
The
purpose
of
this
study
is
to
explain
how
industrial
symbiosis
networks
can
be
created
and
implemented
successfully.
This
study
provides
a
narrative
to
describe
how
Willow
Lake
Water
Pollution
Control
Facility,
once
a
facility
only
for
the
management
of
wastewater,
is
now
a
multi‐purpose
asset
for
a
range
of
organizations
with
waste
disposal
needs.
Central
to
the
Willow
Lake
narrative
is
a
service‐learning
partnership
between
City
of
Salem
and
University
of
Oregon.
The
narrative
was
developed
with
eight
interviews
and
supporting
documents.


The
study
concludes
with
recommendations
for
universities,
cities,
and
state
governments.
Recommendations
include:
State
governments
should
provide
funding
for
cities
interested
in
service‐learning
partnerships;
economic
development
departments
should
use
an
inventorying
process;
economic
development
departments
that
use
an
inventorying
process
should
assess
their
ability
to
function
as
third
party
facilitators;
Sustainable
City
Year
Program
(SCYP)
and
other
universities
engaged
in
service‐learning
programs
should
suggest
industrial
symbiosis
projects
to
partner
cities;
and
industrial
symbiosis
partners
should
stay
current
with
changing
economic
values
of
materials
exchanged
in
their
network.

 













 3


Table
of
Contents
CHAPTER
ONE:
INTRODUCTION……………………………………..4
CHAPTER
TWO:
CONCEPTUAL
FRAMEWORK………………….6
CHAPTER
THREE:
METHODS………………………………..….……12
CHAPTER
FOUR:
WILLOW
LAKE
CASE
STUDY………….…….17
CHAPTER
FIVE:
FINDINGS…………………………………………….28


CHAPTER
SIX:
RECOMMENDATIONS…………………………….33






BIBLIOGRAPHY….……..…………………………………………………….37













 4
Chapter
One:
Introduction

Governments
can
play
a
key
role
in
transitioning
towards
more
sustainable
economies
(Young
2013).
Facilitating
the
development
of
industrial
symbiosis
is
one
way
that
governments
can
fulfill
this
role.
Industrial
symbiosis
aims
to
mimic
the
efficiency
of
natural
ecosystems
by
reducing
industrial
waste
streams
with
the
physical
exchange
of
materials
among
organizations.
Successful
industrial
symbiosis
networks
can
generate
economic
and
environmental
benefits
for
the
organizations
involved
by
reducing
carbon
footprints
and
creating
a
market
for
materials
previously
considered
waste.


Potential
for
industrial
symbiosis
networks
is
often
overlooked
because
organizations
lack
the
knowledge,
experience,
contacts,
or
trust
needed
to
develop
partnerships.
This
was
the
situation
in
Salem
Oregon
where
Willow
Lake
Water
Pollution
Control
Facility
(Willow
Lake)
functioned
well
below
capacity.
For
a
variety
of
reasons
the
City
had
not
thought
much
about
the
economic
and
environmental
benefits
of
industrial
symbiosis
partnerships
between
Willow
Lake
and
local
organizations.

The
City
of
Salem
partnered
with
University
of
Oregon
to
develop
a
successful
industrial
symbiosis
project
in
2010.
The
project
was
part
of
the
Sustainable
Cities
Year
Program
(SCYP),
a
major
partnership
that
involved
connecting
over
25
classes
across
10
disciplines
to
a
range
of
sustainability‐related
projects.
Projects
covered
a
range
of
sustainability‐related
topics
tasked
to
city
staff
to
work
on
by
City
Council,
but
for
which
there
lacked
staff
capacity
in
time,
thinking,
or
political
space.
Sustainable
Cities
Initiative
(SCI)
is
coordinated
through
SCYP.
SCI
is
a
UO
program
that
promotes
education,
service,
public
outreach,
and
research
oriented
around
the
design
and
development
of
sustainable
cities.

SCYP’s
service‐learning
format
is
critical
to
the
success
of
the
Willow
Lake
industrial
symbiosis
project.
Service‐learning
is
a
process
that
integrates
meaningful
community
service
with
instruction
and
reflection.
The
process
demands
reciprocity
between
academic
and
community
partners
in
order
to
create
a
transformational
experience
for
the
people
and
institutions
involved.
SCYP’s
service‐learning
format
helped
Willow
Lake
shift
to
an
income‐generating
facility
while
reducing
the
carbon
footprint
of
various
local
organizations.

SCYP’s
service‐learning
model
aided
in
the
development
of
a
generative
planning
process
in
Salem
that
is
not
commonly
used
by
formal
institutions.
Generative
planning
is
an
informal
planning
process
most
commonly
used
by
populations
lacking
access
to
formal
institutions
or
channels
of
power.
The
process
uses
small,
idiosyncratic,
context‐sensitive
design
versus
more
formal
planning
processes
that
rely
on
power
and
large‐scale
changes
(Uzzell
1990).
Willow
Lake
and
City
Council
used
aspects
of
a
generative
planning
to
expand
Willow
Lake’s
role
beyond


 5

wastewater
treatment.



UO
ideas
inspired
City
of
Salem
to
inventory
local
businesses
for
potential
industrial
symbiosis
partnerships.
The
City
identified
current
practices,
successes,
challenges,
and
future
plans
of
local
organizations
that
expressed
interest
in
an
industrial
symbiosis
network.
The
inventorying
process
identified
a
potential
partnership
between
Willow
Lake
and
Sequential
Pacific
Biodiesel
(SeQuential)
company.
Based
on
the
City’s
findings,
students
then
developed
a
report
assessing
the
economic
and
environmental
benefits
of
a
partnership
between
Willow
Lake
and
SeQuential.
Willow
Lake
ultimately
adopted
the
report’s
recommendations,
partnering
with
SeQuential
and
other
organizations
with
waste
disposal
needs.
Willow
Lake,
once
a
facility
only
for
the
management
of
wastewater,
is
now
a
multi‐purpose
asset
that
serves
a
number
of
partners
with
waste
disposal
needs.
Willow
Lake’s
new
partnerships
generated
one
million
in
revenue
in
2012
(Green
Gains
2013).


The
purpose
of
this
report
is
to
identify
what
factors
allowed
Willow
Lake
to
transcend
its
role
only
managing
wastewater
to
become
a
lucrative,
multi‐purpose
facility.
Recommendations
include:
State
governments
should
provide
funding
for
cities
interested
in
service‐learning
partnerships;
economic
development
departments
should
use
an
inventorying
process;
economic
development
departments
that
use
an
inventorying
process
should
assess
their
ability
to
function
as
third
party
facilitators;
SCYP
and
other
universities
engaged
in
service‐learning
programs
should
suggest
industrial
symbiosis
projects
to
partner
cities;
and
industrial
symbiosis
partners
should
stay
current
to
changing
economic
values
of
materials
exchanged
in
their
network.














 6
Chapter
Two:
Conceptual
Framework


The
conceptual
framework
expands
on
ideas
introduced
in
Chapter
One.
The
purpose
of
the
conceptual
framework
is
to
help
explain
how
Willow
Lake
transcended
its
role
only
managing
wastewater
to
become
a
multi‐purpose
facility.
The
conceptual
framework
helps
explain
the
social
processes
involved
as
well
as
the
actions
of
organizations.
These
concepts
include:
Industrial
symbiosis,
third
party
facilitation,
generative
planning,
and
service‐learning.
Third
party
facilitation
is
a
concept
that
is
closely
related
to
industrial
symbiosis.
Generative
planning
and
service‐learning
are
concepts
not
commonly
associated
with
industrial
symbiosis,
but
useful
for
explaining
how
industrial
symbiosis
networks
can
be
created
successfully.
The
conceptual
framework
was
developed
with
a
literature
review
that
explores
academic
journal
articles
relevant
to
the
Willow
Lake
case
study.
Findings
and
recommendations
will
explicitly
link
ideas
from
the
conceptual
framework
to
the
Willow
Lake
case
study.

Table
1
lists
each
idea
from
the
conceptual
framework,
some
of
the
concept’s
defining
characteristics,
and
how
the
concepts
link
together
to
explain
the
Willow
Lake
narrative.
Industrial
symbiosis
and
third
party
facilitation
are
related
concepts
as
third
party
facilitation
is
a
tool
used
to
establish
industrial
symbiosis
networks.
Generative
planning
and
service‐learning
have
little
in
common,
but
both
are
tools
to
facilitate
social
processes.
Table
1:
Conceptual
Framework
Summary
Concept
 Description
 Relationship
Industrial
Symbiosis
 Mimics
the
efficiencies
of
natural
systems
 Networks
can
be
developed
with
third
party
facilitation
Third
Party
Facilitation
 Bridges
professionals
across
organizations
 A
tool
for
developing
industrial
symbiosis
networks
Generative
Planning
 Process
relies
on
information
versus
power
Creates
small,
context‐sensitive
changes
that
may
generate
major
system
changes

Can
facilitate
processes
that
help
create
industrial
symbiosis
networks

Service‐Learning
 A
transformative
learning
process

Integrates
community
service
with
instruction
and
reflection


Inspired
generative
planning
during
SCYP
process







 7

Industrial
Symbiosis

Industrial
symbiosis
provides
a
sustainability
framework
for
Willow
Lake’s
innovations
and
explores
how
industrial
systems
can
function
more
like
natural
ecosystems.
Industrial
systems
traditionally
function
in
a
linear
process
where
raw
materials
are
consumed
and
products,
by‐products,
and
wastes
are
produced.
In
contrast,
natural
ecosystems
do
not
produce
waste.
Natural
ecosystems
are
cyclical
because
outputs
of
a
given
system
serve
as
inputs
for
another.
Industrial
symbiosis
seeks
to
mimic
the
efficiency
of
natural
systems,
in
terms
of
waste
elimination,
to
those
of
industrial
systems
(Chertow
2000).


The
term
“symbiosis”
refers
to
biological
relationships
in
nature
where
unrelated
and
traditionally
separate
species
exchange
materials,
energy,
or
information
in
mutually
beneficial
ways.
In
nature
and
business,
symbiotic
relationships
strive
for
greater
benefits
than
could
be
achieved
by
acting
alone.
Industrial
symbiosis
aims
to
develop
mutually
beneficial
scenarios
for
the
economy
and
the
environment
by
searching
for
ways
partners
across
different
industries
or
economic
sectors
can
leverage
one
another
for
mutual
benefits
(Chertow
2000).



Third
Party
Facilitation
Developing
industrial
symbiosis
networks
requires
bridging
professionals
across
organizations.
This
can
be
difficult
due
to
the
varying
outlooks,
processes
and
social
structures
used
by
different
decision‐makers
and
organizations.
The
actions
of
decision‐makers
and
organizations
are
influenced
by
factors
including
networks
of
information,
friendship,
trust
relationships,
and
the
companies
they
are
associated
with.
Heuristics
are
also
used
to
make
day‐to‐day
decisions
when
the
amount
of
data
needed
to
make
fully
informed
decisions
would
be
overwhelming.
The
actions
of
organizations,
in
turn,
are
determined
by
legal,
regulatory,
and
political
factors.
Cultural
norms
and
politics
of
power
also
play
a
significant
role
in
the
actions
of
organizations
(Boons
and
Howard‐Grenville
2009).

Collaboration
is
the
process
of
diverse
autonomous
stakeholders
working
together
to
build
consensus
and
produce
effective
results.
Four
general
approaches
typically
used
to
achieve
collaboration
include:
An
information
exchange
that
increases
understanding
among
participants;
an
informal
agreement
used
to
address
a
specific
set
of
identified
issues;
the
development
of
a
plan,
contract,
or
other
type
of
agreement;
and
the
result
of
an
ongoing
interaction
amongst
partners.
Collaborations
that
take
the
form
of
ongoing
interactions
are
usually
due
to
a
need
for
a
continued
exchange
of
information
or
the
changing
nature
of
a
given
social
system
(Margerum
2011).

Cities
that
seek
to
use
a
collaborative
process
need
more
than
an
understanding
of
how
collaborative
approaches
work
if
they
are
to
be
used
effectively.
It
is
not
always
clear
how
and
when
cities
should
use
a
collaborative
process,
or
which
collaboration
approach
will
yield
the
best
results
in
any
given
set
of
circumstances
(Bingham,


 8

Nabatchi,
and
O’Leary).
Third
party
facilitation
is
a
form
of
collaboration
cities
can
use
to
help
individuals
and
organizations
overcome
limiting
factors
in
order
to
develop
new
social
networks.
Third
party
facilitation
helps
individuals
and
organizations
function
in
ways
that
might
not
otherwise
be
considered
due
to
the
context
of
their
typical
processes
and
social
structure
(Boons
and
Howard‐Grenville
2009).


Boons
and
Howard‐Grenville
describe
third
party
facilitation
as
follows:
In
terms
of
industrial
symbiosis,
the
broker
engages
individual
firms
interested
in
such
collaborations
but
who
otherwise
lack
some
combination
of
experience,
knowledge,
or
contacts
with
other
interested
firms.
By
making
introductions,
the
brokering
organization
may
“stand
in”
as
an
alternative
to
pre‐existing
social
ties
and
thus
speed
the
development
of
a
trusting
relationship
between
previously
unknown
firms.

Third
party
facilitation
is
important
because
decision‐makers
and
organizations
often
lack
the
experience,
knowledge,
contacts,
or
trust
required
to
build
industrial
symbiosis
networks.
Third
party
facilitators
can
help
build
trust
amongst
participants,
share
ideas
across
disciplines,
and
help
develop
more
cooperative
behavior.
They
also
assist
with
the
proprietary
concerns
of
businesses
and
help
connect
groups
with
different
cognitive
outlooks
(Boons
and
Howard‐Grenville
2009).

Local
authorities
can
play
an
important
role
in
facilitating
social
networks
since
they
are
in
a
unique
position
to
facilitate
environmental,
economic,
and
social
performance
at
the
regional
level.
Local
authorities
can
act
as
intermediaries
and
help
build
networks
by
facilitating
informal
meetings
that
open
new
channels
of
communication.
Local
authorities
can
serve
as
knowledge
brokers
by
connecting
organizations
in
the
community
that
can
benefit
from
networking.
This
networking
may
serve
to
provide
relevant
knowledge,
information,
or
ideas
enabling
one
company
to
learn
from
another.
Knowledge
brokers
can
also
serve
as
third
party
facilitators
that
connect
partners
to
create
industrial
symbiosis
networks
(von
Malmborg
2004).


Generative
Planning
Civil
servants
including
planners
and
policy
makers
are
responsible
for
addressing
complex
social
problems.
These
problems
are
difficult
to
define,
and
rarely
are
they
purely
technical
or
purely
political
in
nature.
Professionals
tasked
with
identifying
solutions
to
complex
social
problems
operate
with
a
limited
availability
of
time
and
resources.
The
rational
model
is
a
policy
analysis
method
used
to
create
solutions
for
complex
problems
as
professionals
are
limited
by
real‐world
constraints
The
rational
model
aims
to
define
the
problem,
evaluate
policy
alternatives,
and
select
and
implement
the
preferred
policy
(Patton
and
Sawicki
1986).



 9

The
rational
model
employed
by
planners
and
policy
makers
is
known
as
a
formal
planning
process
that
relies
on
power
and
creates
new
systems
to
achieve
goals.
Formal
planning
is
usually
employed
on
a
large
scale,
treats
actions
as
final,
and
filters
out
feedback
(Uzzell
1990).
Unfortunately,
policy
solutions
used
to
address
complex
social
problems
cannot
be
measured
objectively.
Solutions
inevitably
create
beneficiaries
that
support
the
policy
and
losers
who
are
disadvantaged
by
it
(Patton
and
Sawicki
1986).
Populations
that
are
disadvantaged
by
formal
planning
often
seek
alternatives
processes
to
create
change.
Populations
that
lack
political
power
or
are
disadvantaged
by
public
policy
often
work
to
facilitate
change
using
informal
planning
methods.
Generative
planning
is
an
informal
planning
method
used
to
empower
populations
that
lack
access
to
more
formal
institutions
or
channels
of
power.
Generative
planning
accommodates
to
existing
systems
and
aims
to
develop
small,
harmonious
innovations
that
may
generate
major
system
changes.
The
process
relies
primarily
on
information
and
is
implemented
incrementally,
allowing
for
idiosyncratic,
context‐sensitive
design.
Generative
planning
actions
incorporate
feedback
and
are
treated
as
experimental.
(Uzzell
1990).
The
nature
of
formal
and
generative
planning
contrast,
but
the
two
processes
can
compliment
each
other.
Generative
planning
can
inspire
ideas
and
policy
that
might
not
be
considered
using
a
formal
planning
process.
Planners
and
policy
makers
that
practice
formal
planning
can
adopt
ideas
and
policies
developed
by
generative
planning
processes
(Uzzell
1990).
Findings
from
the
Willow
Lake
case
study
demonstrate
how
ideas
from
a
generative
planning
process
can
be
adopted
and
implemented
by
formal
planning
processes.
Service‐Learning

Willow
Lake’s
generative
planning
process
can
be
attributed
to
SCYP’s
service‐learning
model.
Service‐learning
aims
to
develop
meaningful
relationships
between
communities
and
academic
institutions.
These
relationships
are
based
on
communities
needing
to
address
local
challenges
and
academic
institutions
needing
to
provide
critical
learning
experiences
for
students
and
faculty.
Service‐learning
moves
away
from
universities
simply
providing
aid
to
their
community
to
a
process
linking
service
with
learning.
Service‐learning
integrates
meaningful
community
service
with
instruction
and
reflection.
The
process
demands
reciprocity
between
academic
and
community
partners
(Angotti
2011).

According
to
Bringle
and
Hatcher
(2001),
the
five
critical
elements
of
service‐learning
include:
• Encompassing
teaching
and
learning
• Leading
to
additional
forms
of
civic
involvement
that
can
improve
other
scholarly
activities
• Involving
faculty
and
students
in
educationally
meaningful
service
activities
addressing
community
issues


 10

• Valuing
community
agency
professionals
as
co‐educators

• Ongoing
dialogue
among
all
partners
to
ensure
successful
implementation

Transformation
is
key
to
service
learning.
Transformative
education
aims
to
change
students,
educational
professionals,
and
community
participants
while
contributing
to
the
transformation
of
the
built
environment,
institutions,
policies,
and
social
practices
that
shape
communities.
Community
service
efforts
often
fall
short
when
they
do
not
aim
for
personal,
social,
and
political
transformation
(Angotti
2011).

Service‐learning
provides
students
with
knowledge
and
skills
that
cannot
be
acquired
in
the
classroom.
Students
participate
in
the
planning
process
by
working
in
student
teams,
with
city
representatives,
and
with
project
clients
from
the
community.
The
process
allows
students
to
see
challenges
from
the
perspectives
of
various
players
in
the
community.
Attitude
development,
values
clarification,
and
greater
awareness
of
problems
in
society
are
ways
that
students
say
they
have
been
transformed
by
service‐learning
(Checkoway
1996).
Service‐learning
benefits
educational
professionals
by
allowing
faculty
to
explore
linkages
to
the
rest
of
their
scholarly
work
(Holand
and
Gelmon
1998).
The
process
can
also
provide
faculty
with
new
experiences
to
help
broaden
their
perspectives.
Educational
professionals
often
have
narrow
academic
backgrounds
and
benefit
from
engaging
in
real‐world
projects
that
require
interaction
with
professionals
from
other
disciplines.
Service‐learning
helps
faculty
more
easily
overcome
disciplinary
barriers,
better
relate
academic
theory
to
real‐world
practice,
and
better
apply
teaching
skills
to
meet
student
needs
(Checkoway
1996).

Service‐learning
projects
can
offer
a
range
of
benefits
for
local
communities.
Service‐learning
has
been
used
to
assess
and
formulate
public
policy,
support
community
development
initiatives,
increase
voter
turnout
rates,
and
inspire
various
forms
of
political
advocacy
(Checkoway
1996).

Service‐learning
is
facilitated
by
campus‐community
partnerships.
Campus‐community
partnerships
are
a
series
of
interpersonal
relationships
between
(a)
campus
administrators,
faculty,
staff
and
students,
and
(b)
community
leaders,
agency
personnel,
and
members
of
communities
(Holand
and
Gelmon
1998).

Campus‐community
partnerships
can
be
viewed
in
terms
of
interpersonal
relationships
with
the
following
characteristic:

• Mutually
agreed‐upon
goals
• Success
defined
and
outcomes
measured
in
both
institutional
and
community
terms
• Control
of
the
agenda
vested
primarily
in
community
hands
• Clear
identification
of
community
resources
and
strengths
for
effectively
using
and
enhancing
community
capacities
• Education
components
have
clear
consequences
for
the
community
and
the
institution


 11

• Ongoing
commitment
to
evaluation
that
involves
all
partners

(Holand
and
Gelmon
1998)
Conclusion
Industrial
symbiosis,
third
party
facilitation,
generative
planning,
and
service‐learning
are
concepts
used
to
explain
the
narrative
of
events
leading
to
Willow
Lake’s
transformation
to
a
multi‐purpose
facility.
The
concepts
outlined
in
this
chapter
describe
the
social
procession
and
actions
used
by
organizations
associated
Willow
Lake’s
innovations.
Industrial
symbiosis
and
third
party
facilitation
are
related
concepts
as
third
party
facilitation
is
a
tool
used
for
establishing
industrial
symbiosis
networks.
Generative
planning
and
service‐learning
have
little
in
common,
but
both
are
tools
to
facilitate
social
processes.





















 12
CHAPTER
THREE:
METHODS

Interviews
and
supporting
documents
are
the
two
methods
used
to
collect
data
for
this
report.
I
developed
a
case
study
of
Willow
Lake
to
answer
the
following
question:
What
factors
allowed
Willow
Lake
to
transcend
its
role
only
managing
wastewater
to
become
a
multi‐purpose
facility?
The
case
study
relies
on
qualitative
and
qualitative
data.
Data
was
derived
from
semi‐structured
interviews
and
supporting
documents
provided
by
interviewees
and
the
SCYP
program
manager.

DATA
COLLECTION
The
data
collection
process
included
semi‐structured
interviews
and
document
analysis.
Semi‐structured
interviews
were
assessed
to
develop
a
cohesive
narrative
of
events
and
identify
major
takeaways
for
interviewees.
Semi‐structured
interviews
allowed
interviewees
to
guide
conversations
and
expose
issues
not
previously
considered.

Document
analysis
provided
information
regarding
1)
Sustainability
efforts
in
Salem
before
SCYP,
2)
the
Salem
SCYP
process,
3)
successes
following
the
Salem
SCYP
partnership,
and
4)
operations
at
Willow
Lake.
Interviewees
and
the
SCYP
Co‐Director
provided
all
documents.

INTERVIEW
PROCEDURE
I
conducted
eight
interviews
for
data
collection.
Three
interviews
were
conducted
in
person
and
five
were
conducted
over
the
phone.
Interviewees
include
employees
from
Salem
Urban
Development
Department
(SUDD),
Willow
Lake,
SeQuential,
and
Professors
Jennifer
Howard‐Grenville
and
Marc
Schlossberg
at
the
University
of
Oregon.
Interviewees
were
selected
for
their
involvement
with
the
Willow
Lake
SCYP
project.
Interviews
lasted
30
to
90
minutes
and
responses
were
digitally
transcribed.
Interviews
consisted
of
open‐ended
questions
including:
• What
was
your
role
in
developing
Willow
Lake’s
industrial
symbiosis
network?

• Who
were
other
major
players
involved
in
developing
this
network?
• How
does
Willow
Lake’s
industrial
symbiosis
network
operate?
• What
role
did
SCYP
play
in
these
developments?
Data
collection
began
with
a
visit
to
Willow
Lake
and
an
interview
with
the
wastewater
division
manager.
He
was
selected
as
an
interviewee
for
his
role
facilitating
Willow
Lake
developments
following
Salem
SCYP.
This
initial
interview
provided
a
broad
narrative
of
Willow
Lake
events
and
identified
key
informants
at
SUDD.



 13

Two
SUDD
project
managers
were
interviewed
at
SUDD’s
offices
in
downtown
Salem.
SUDD
employees
explained
their
personal
roles
in
the
Salem
SCYP
process
and
described
the
Willow
Lake
narrative
from
their
own
perspectives.
Important
information
regarding
SUDD’s
role
in
facilitating
SCYP
and
SUDD’s
inventorying
process
events
was
discovered.
The
interview
also
identified
additional
key
informants
at
Willow
Lake
and
SeQuential.


SeQuential’s
general
manager
was
interviewed
for
his
role
as
SeQuential’s
liaison
for
Willow
Lake
and
Salem
SCYP.
He
described
how
SeQuential
became
involved
in
Salem
SCYP,
the
benefits
of
the
Willow
Lake
partnership,
and
subsequent
developments
at
SeQuential
resulting
from
Salem
SCYP.
Quantitative
data
was
also
provided
concerning
SeQuential
cost
savings
as
a
result
of
Salem
SCYP
and
volumes
of
materials
transported
to
Willow
Lake.
Data
concerning
the
newfound
value
of
SeQuential’s
effluent
material
was
also
provided.

Professor
Jennifer
Howard‐Grenville
was
interviewed
for
her
role
in
the
Salem
SCYP
partnership.
Professor
Howard‐Grenville
taught
an
industrial
ecology
course
focused
on
developing
sustainable
innovations
at
Willow
Lake.
All
SCYP
student
involvement
at
Willow
Lake
was
facilitated
through
her
class
projects.
Professor
Howard‐Grenville
described
her
role
in
Salem
SCYP,
explained
the
role
of
her
students,
and
provided
her
own
opinions
about
why
SCYP
is
a
successful
service‐learning
model.

Willow
Lake’s
Wastewater
Division
Manager
appointed
the
BIOGRO
Program
Coordinator
to
answer
additional
questions
I
might
have
during
my
course
of
research.
I
contacted
the
BIOGRO
Program
Coordinator
to
better
understand
operations
at
Willow
Lake
and
obtain
qualitative
data.
Qualitative
data
includes
a
list
of
Willow
Lake’s
accepted
partners,
a
chart
of
methane
capture
and
use,
anaerobic
digester
capacity
and
average
use,
tipping
fees,
fee
resolutions
passed
at
Salem
City
Council,
and
a
list
of
income‐generating
partnerships
at
Willow
Lake.


Professor
Marc
Schlossberg
was
interviewed
for
his
role
as
SCYP
Co‐Director.
Professor
Schlossberg
described
the
SCYP
process
including
how
partners
are
selected,
the
responsibilities
of
SCYP
partners,
and
his
opinions
about
why
SCYP
is
a
successful
service‐learning
model.
Professor
Schlossberg
highlighted
the
importance
of
student
attention
for
initiating
policy
change.

SUDD
employees
identified
Willow
Lake’s
Wastewater
Operations
and
Control
Systems
Manager
as
their
liaison
during
SCYP.
She
was
interviewed
to
better
understand
her
role
in
Salem
SCYP
and
to
provide
any
insights
she
might
have
about
the
process.
A
general
explanation
of
Willow
Lake’s
energy
use
was
also
provided
during
this
interview.
All
interviewees
conducted
follow‐up
interviews
via
email
due
to
the
semi‐structured
interview
process.

All
interviews
produced
answers
that
required
greater
clarification
or
follow‐up
questions.




 14

DOCUMENTS

UO,
Willow
Lake,
and
SUDD
provided
documents
for
analysis.
Documents
provided
quantitative
data
and
qualitative
details
for
an
improved
understanding
of
Willow
Lake’s
developments.
Table
2
provides
a
list
of
analyzed
documents
with
their
source
and
authors.
Each
document
is
explained
in
greater
detail
below.

Table
2:
Documents
Summary
Document
 Source
 Author
Environmental
Action
Plan
charter

 SUDD
 Salem
City
Council
2010
Environmental
Action
Plan

 SUDD
 Salem
City
Council
SCI
industrial
symbiosis
scope
of
work
letter
 SUDD
 UO
SCI
industrial
symbiosis
scope
of
work
memorandum
 SUDD,
UO,
Salem
City
Council
 SUDD,
UO
Notes
from
By‐Product
Reuse
open
house

 SUDD
 SUDD
“Class
Act”
internet
article
 SUDD
 Financial
Times
“Green
Gains”

 SUDD
 UO
Lundquist
College
of
Business
Methane
Production
and
Waste
graph
 Willow
Lake
 Willow
Lake
SCYP
thesis
study
 Professor
Schlossberg
 Ashley
Webster
Industrial
symbiosis
examples
 Professor
Howard‐Grenville
 Professor
Howard‐Grenville
SCI
Industrial
Ecology
report
 SCYP

 UO
Students

Salem
City
Council
developed
the
Environmental
Action
Plan
(EAP)
charter
in
2008.
The
charter
addresses
sustainability
efforts
related
to
energy,
drinking
water,
stormwater
quality,
waste,
transportation,
sustainable
buildings,
sustainable
business,
landscape,
and
toxics.
SUDD
employees
provided
the
EAP
as
context
of
Salem’s
sustainability
goals
and
initiatives
prior
to
the
SCYP
partnership.

Salem’s
2010
EAP
assesses
the
progress,
successes,
and
challenges
associated
with
implementing
the
EAP
charter
following
the
first
18
months
of
its
publication.
The
report
provided
further
background
of
Salem’s
sustainability
goals
and
initiatives
prior
to
the
SCYP
partnership.
The
2010
EAP
also
provided
information
describing
the
committee
responsible
for
composing
the
annual
EAP.


The
SCI
Industrial
Symbiosis
Scope
of
Work
letter
documents
the
beginning
of
Professor
Howard‐Grenville’s
formal
role
in
Salem
SCYP.
The
letter
is
written
by
SCI
project
management
and
requests
Professor
Howard‐Grenville’s
assistance
in
formulating
the
scope
of
work
for
SCYP’s
industrial
ecology
projects.
The
scope
of
work
letter
allowed
me
to
develop
a
timeline
of
events
and
provided
an
understanding
of
Professor
Howard‐Grenville’s
role
in
the
development
of
industrial
ecology
efforts
at
Willow
Lake.



 15

The
SCI
Scope
of
Work
Memorandum
formally
establishes
details
for
Salem
SCYP
industrial
symbiosis
projects.
The
purpose
of
project,
desired
outcomes/project
objectives,
expected
deliverables,
responsibilities
of
partners,
external
stakeholders,
timeline
of
events,
and
project
budget
are
detailed.
The
memorandum
helps
describe
the
Salem
SCYP
partnership,
expectations,
and
the
foundations
for
later
developments.
The
memorandum
also
helps
develop
a
timeline
of
events.

The
Industrial
By‐Product
Reuse
Synergies
open
house
meeting
notes
were
recorded
at
an
event
sponsored
by
SUDD.
The
event
was
used
to
inventory
the
existing
efforts,
challenges,
opportunities,
and
next
steps
of
local
organizations
with
an
interest
in
industrial
ecology.
The
meeting
notes
document
the
beginning
of
Willow
Lake’s
participation
in
the
Salem
SCYP
industrial
symbiosis
project.
Willow
Lake,
Oregon
Cherry
Growers,
and
NORPAC
Foods
attended,
among
others.

Two
articles
documenting
Willow
Lake’s
environmental
and
financial
successes
provided
a
better
understanding
of
Salem
SCYP
achievements.
Class
Act,
published
online
by
Financial
Times,
describes
the
SCYP
process,
offers
a
narrative
of
SCYP’s
impact
in
various
communities,
and
contains
interviews
by
SCYP
Co‐Directors,
Willow
Lake
employees,
and
the
Economic
Develop
Analyst
for
Springfield,
Oregon.
Class
Act
was
published
in
September
2012
and
cites
revenue
generated
as
a
result
of
the
Willow
Lake
SCYP
project
at
$400,000.

Green
Gains,
published
by
the
UO
Lundquist
College
of
Business
in
March
2013,
provides
a
brief
synopsis
of
the
Willow
Lake
industrial
symbiosis
project.
The
article
includes
interview
quotes
from
Professor
Jennifer
Howard‐Grenville,
Willow
Lake
employees,
and
SUDD
employees.
The
article
highlights
the
participation
of
UO
MBA
students
and
Professor
Howard‐Grenville’s
class
on
industrial
ecology.
A
list
of
Willow
Lake’s
industrial
symbiosis
partners
is
included.
The
article
cites
revenue
generated
as
a
result
of
the
Willow
Lake
SCYP
project
at
around
$1
million.
Methane
Production
and
Waste
Graph
illustrates
Willow
Lake’s
methane
production
and
use
by
month
for
2012.
The
graph
shows
what
proportion
of
methane
went
to
the
facility’s
cogenerator,
waste
burner,
and
boilers.

Assisting
an
Urban
Sustainability
Transition:
Exploring
the
Partnership
Between
the
Sustainable
City
Year
Program
at
the
University
of
Oregon
and
the
City
of
Salem,
Oregon
is
a
Masters
thesis
by
Simon
Fraser
University
student
Ashley
Webster.
Ashley
Webster’s
thesis
explores
the
Salem
SCYP
partnership
and
the
benefits
of
service‐learning.
The
thesis
provides
SCYP
background
data
and
highlights
elements
that
make
SCYP
a
successful
service‐learning
model.
The
thesis
provides
information
about
the
SCYP
replication
workshop
and
the
sentiments
of
professionals
that
have
been
involved
in
the
SCYP
process.
It
also
includes
data
on
SCYP
costs
and
SCYP
processes.


Professor
Howard‐Grenville
developed
an
informal
memorandum
providing
examples
of
industrial
symbiosis.
The
memorandum
was
provided
to
SUDD
employees
for
a
better
understand
of
how
industrial
symbiosis
works
and
what


 16

SCYP
projects
might
look
like.
Local
examples
provided
include
Kettle
Chips
in
Salem,
Oregon
and
a
cogenerator
near
Hermiston,
Oregon.
Additional
examples
were
provided
from
the
UK’s
National
Industrial
Symbiosis
Programme.


The
Sustainable
Cities
Initiative
Report
for
Industrial
Ecology
presents
work
and
recommendations
developed
by
students
in
Professor
Howard‐Grenville’s
industrial
ecology
class.
The
report
includes
two
case
studies
and
five
projects,
three
of
which
were
conducted
at
Willow
Lake.
Information
for
my
report
pertains
to
one
specific
Willow
Lake
project
assessing
the
feasibility
of
a
symbiotic
relationship
between
Willow
Lake
and
SeQuential.
Students
concluded
that
a
Willow
Lake
and
SeQuential
partnership
would
be
prove
economically
beneficial
to
both
parties.
Further,
SeQuential
would
reduce
its
carbon
footprint
by
reducing
transport
distances
and
disposing
of
effluent
more
efficiently.





















 17
Chapter
Four:
Willow
Lake
Case
Study

The
Willow
Lake
case
study
provides
a
narrative
of
events
to
describe
how
Willow
Lake
transcended
its
role
only
managing
wastewater
to
become
a
multi‐purpose
facility.
The
narrative
is
divided
into
three
parts:
Pre‐SCYP
Developments,
SCYP
Process,
and
Post‐SCYP
Developments.
Pre‐SCYP
Developments
offers
a
description
of
the
five
major
players
prior
to
their
involvement
in
the
Salem
SCYP
process.
SCYP
Process
describes
events
during
SCYP
and
the
important
interactions
between
major
players.
Post‐SCYP
Developments
describes
significant
activities
since
Salem
SCYP
concluded
and
future
plans
for
each
major
player.

A
timeline
of
events
supplements
the
narrative
by
highlighting
critical
events
from
before,
during,
and
after
Salem
SCYP.
Two
industrial
symbiosis
maps
provide
visual
representation
of
Willow
Lake’s
industrial
symbiosis
network
before
and
after
Salem
SCYP.
Pre‐SCYP
Developments
Willow
Lake
Willow
Lake
Water
Pollution
Control
Facility
(Willow
Lake)
provides
wastewater
treatment
for
the
communities
of
Salem,
Keizer,
Turner,
and
other
unincorporated
areas
of
Marion
County.
The
facility
serves
approximately
229,000
people.
Treated
wastewater
is
piped
to
the
Willamette
River.
City
of
Salem’s
Public
Works
Department
operates
the
facility
(SCI
2010).

Willow
Lake
was
constructed
in
1963.
It
is
the
City
of
Salem’s
most
expensive
asset
valued
at
roughly
$500
million.
The
newest
addition
to
the
facility
was
completed
in
2009
at
a
cost
of
over
$100
million.
Willow
Lake
was
built
with
state
of
the
art
designs
now
considered
industry
standard.
A
cogenerator
produces
approximately
one‐third
of
Willow
Lake’s
energy
needs
with
the
remainder
purchased
from
PGE
(Willow
Lake
2013).
Willow
Lake
was
designed
to
accommodate
a
thriving
agricultural
community.
Anaerobic
digesters
were
built
to
treat
wastewater
solids.
Anaerobic
digestion
is
an
oxygen‐free
process
where
microorganisms
break
down
biodegradable
material
into
nutrient‐rich
biosolids
(sludge)
and
methane
gas.
A
thriving
canning
industry
created
high
volumes
of
wastewater
solids,
and
a
second
anaerobic
digester
complex
was
built
in
response.
Seven
anaerobic
digesters
were
built
total.
Anaerobic
digester
operations
dropped
well
below
capacity
following
the
decline
of
the
local
canning
industry
(Willow
Lake
2013).

Industrial
ecology
principles
are
reflected
in
Willow
Lake’s
design.
The
facility’s
cogenerator
and
anaerobic
digesters
were
designed
to
operate
in
unison.
Methane
captured
from
the
anaerobic
digestion
process
powers
the
cogenerator.
Hot
water


 18

produced
by
the
cogenerator
is
fed
into
the
anaerobic
digesters
to
sustain
temperatures
around
98.6
degrees
(Willow
Lake
2013).

Willow
Lake’s
industrial
symbiosis
network
began
in
1974
with
the
Biogro
Project.
The
Biogro
Project
was
developed
to
deliver
sludge
to
local
farmers.
The
sludge,
provided
free
of
charge,
is
used
by
farmers
as
a
fertilizer.
The
Biogro
Project
expanded
Willow
Lake’s
industrial
symbiosis
practices
to
include
partners
in
the
community
(Willow
Lake
2013).
Tough
economic
times
beginning
in
2008
led
Willow
Lake
to
consider
ways
to
expand
the
use
of
its
facilities.
Willow
Lake
was
only
expected
to
meet
permit
regulations
and
process
municipal
wastewater
prior
to
the
economic
downturn.
When
financial
strain
on
the
City
resulted
in
Willow
Lake’s
inability
to
procure
a
bond
for
a
new
cogenerator,
Willow
Lake
began
considering
how
the
facility
might
generate
income.
Willow
Lake
acknowledged
their
facilities
were
functioning
under
capacity
and
that
an
opportunity
existed
to
accept
waste
from
new
partners
to
generate
revenue
(Willow
Lake
2013).

Diagram
1
is
a
flowchart
to
provide
visual
representation
of
Willow
Lake’s
industrial
symbiosis
network
prior
to
Salem
SCYP.
Clean
water
used
by
households
and
businesses
generates
wastewater
sent
to
Willow
Lake.
The
Willow
Lake
wastewater
treatment
process
results
in
clean
water
and
wastewater
solids.
Clean
water
is
discharged
to
the
Willamette
River,
and
wastewater
solids
are
processed
by
anaerobic
digesters.
Sludge
and
methane
are
generated
in
the
anaerobic
digestion
process.
The
Willow
Lake
Biogro
Project
distributes
sludge
to
local
farmers
who
use
the
material
as
fertilizer.
The
Willow
Lake
cogenerator
uses
methane
to
produce
energy.













 19

Diagram
1:
Pre‐SCYP
Industrial
Symbiosis
Network




SeQuential
SeQuential
Pacific
Biodiesel
LLC
(SeQuential)
opened
the
first
commercial
biodiesel
production
facility
in
Oregon
in
2005.
The
SeQuential
community‐based
model
uses
locally
collected
waste
cooking
oil
and
Oregon‐grown
canola
to
produce
biodiesel.
SeQuential
prides
itself
on
supporting
both
the
environment
and
the
economy
by
using
a
sustainable
approach
that
benefits
local
farmers
and
the
greening
of
communities
(Pacific
Biodiesel
2013)

Wastewater
Grease
Trap
(WWGT)
is
Sequential’s
process
effluent
derived
from
waste
cooking
oil
and
canola.
SeQuential
had
not
processed
WWGT
with
anaerobic
digesters
prior
to
Salem
SCYP.

Instead
the
material
was
shipped
to
Portland,
dehydrated,
and
spread
on
land
with
significant
environmental
and
financial
costs
(SCI
2010).
SeQuential
had
previously
sought
out
local
partners
for
WWGT
disposal,
but
was
unable
to
find
any
(SeQuential
2013).




 20

City
of
Salem:
Salem
City
Council

Salem
affirmed
its
commitment
to
sustainability
with
the
adoption
of
the
Environmental
Action
Plan
(EAP)
charter.
The
charter
addresses
sustainability
efforts
related
to
energy,
drinking
water,
stormwater
quality,
waste,
transportation,
sustainable
buildings,
sustainable
business,
landscape,
and
toxics.
The
charter
seeks,
“To
be
an
agent
of
change”
in
three
ways:
Targeting
behavior
change
for
employees
and
citizens,
operational
change
at
the
institutional
level,
and
policy
change
seeking
to
eliminate
obstacles
and
promote
opportunities
for
advancing
sustainability
goals.
The
charter
also
includes
three
long‐term
goals:
To
increase
efficiency
of
City
resources,
increase
sustainability
awareness,
and
to
measure
outcomes
of
sustainability
efforts
(Salem
City
Council
2008).
A
23‐member
team
comprised
of
professionals
from
various
city
departments
annually
publishes
an
Environmental
Action
Plan
as
mandated
by
the
2008
charter
(Salem
City
Council
2010).



City
of
Salem:
Salem
Urban
Development
Department
Salem
Urban
Development
Department
(SUDD)
provides
a
range
of
services
and
programs
to
strengthen
the
local
economy.
The
Department’s
many
responsibilities
include
serving
as
the
liaison
to
community
organizations,
businesses,
City
Council,
and
Agency
Board
appointed
advisory
groups
(City
of
Salem
2013).
SUDD
represents
a
business
community
with
a
broad
range
of
attitudes
concerning
sustainability
initiatives.
On
one
end
of
the
spectrum
are
businesses
that
have
taken
a
leading
role
in
the
community
for
the
development
of
sustainable
business.
On
the
other
end
of
the
spectrum
are
businesses
that
perceive
sustainability
initiatives
unfavorably.
The
very
word
sustainability
carries
a
negative
stigma
for
some
in
Salem’s
business
community.
SUDD
tends
to
message
the
efficiencies
and
cost
savings
associated
with
sustainability,
rather
than
using
the
term
sustainability,
for
the
purpose
of
being
understood
by
a
broad
range
of
Salem
business
interests.
(SUDD
2013).

University
of
Oregon:
Sustainable
City
Year
Program
The
Sustainable
City
Year
Program
(SCYP)
is
a
UO
partnership
that
lasts
one
academic
school
year
with
a
city
in
Oregon.
Students
and
faculty
across
various
disciplines
collaborate
with
city
staff
to
develop
and
implement
a
variety
of
sustainability
and
livability
projects.
Students
gain
real‐world
experience
and
offer
innovative
approaches
to
community
problems.
SCYP
collaborates
with
communities
prepared
to
transition
to
a
more
sustainable
and
livable
future
(SCI
2010).
SCYP
projects
are
developed
with
a
matchmaking
process.
Cities
provide
a
list
of
issues
they
would
like
addressed
and
SCYP
identifies
professors
on
campus
with
similar
interests.

Occasionally
professors
submit
project
ideas
to
the
city.
An
iterative
process
between
the
university
and
partner
city
leads
to
agreement
on
project
specifics.
Classes
are
then
designed
to
include
10‐week
student
projects
(Webster).



 21

SCYP
has
received
notoriety
for
its
service‐learning
model
and
achievements.
According
to
New
York
Times,
“The
Sustainable
Cities
Initiative
is
perhaps
the
most
comprehensive
effort
by
a
U.S.
university
to
infuse
sustainability
into
its
curricula
and
community
outreach.”
SCYP
held
a
replication
workshop
in
April
of
2012
attended
by
22
universities
across
the
US
and
Canada.
Faculty
and
staff
from
the
cities
of
Gresham,
Springfield,
and
Salem
referred
to
students
as,
“Idea
machines”,
helping
to
“unstick”
projects,
educating
staff
and
citizens
about
sustainability,
and
providing
political
cover
to
explore
a
wide
range
of
ideas”
(Webster
2013).


SCYP
expenses
are
paid
by
the
partner
city.
Fixed
annual
costs
for
SCYP
are
approximately
$200,000.
SCYP
final
costs
can
be
significantly
higher
depending
on
the
number
of
projects
and
reports
developed.
The
SCYP
price
tag
assures
the
program
is
well
organized
and
run
professionally.
It
also
assures
that
partner
cities
use
all
resources
at
their
disposal
to
facilitate
productive
and
beneficial
outcomes
(Schlossberg
2013).
According
to
SCYP
Co‐Director
Marc
Schlossberg,
“For
the
city
side,
we
absolutely
insist
they
pay
so
they
have
skin
in
the
game.”

Trust
is
critical
to
the
SCYP
process.
SCYP
requires
cities
to
invest
hundreds
of
thousands
of
dollars
without
a
clear
concept
of
end
results.
Cities
take
a
leap
of
faith
that
the
ideas
and
projects
developed
by
university
students
will
be
worth
the
financial
investment.
SCYP
continually
holds
meetings
with
prospective
partners
across
Oregon
in
order
to
build
trust.
Cities
join
SCYP
when
a
high
enough
level
of
trust
is
established
and
the
municipality
is
prepared
to
invest
significant
time
and
resources
in
sustainability
initiatives
(Schlossberg
2013).
University
of
Oregon:
Professor
Howard‐Grenville

Professor
Howard‐Grenville
is
an
associate
professor
of
management
in
the
Lundquist
College
of
Business
at
UO.
Professor
Howard‐Grenville
received
a
Masters
degree
from
Oxford
University
as
a
Rhodes
Scholar
and
then
a
doctoral
from
MIT
in
Technology,
Management,
and
Policy.
Her
work
has
been
published
in
an
array
of
journals
and
she
is
the
author
of
three
books
including
The
Social
Embeddedness
of
Industrial
Ecology.
Her
areas
of
expertise
include
business
and
the
natural
environment,
and
processes
of
organizational
change.
(Howard‐Grenville
2013).
SCYP
Process
The
Salem
SCYP
partnership
began
in
February
2010
(Webster).
Salem’s
participation
in
SCYP
reflected
the
City’s
sincere
commitment
to
sustainability
and
an
investment
in
student
ideas.
The
partnership
was
an
opportunity
for
Salem
to
develop
projects
related
to
Council
goals
and
other
City
initiatives
and
priorities
–
including
those
reflected
in
their
EAP
charter.
18
total
projects
were
developed
on
a
broad
range
of
topics,
all
of
which
were
related
to
Council
goals.
SUDD
served
as
the
City’s
liaison
during
the
partnership
(SUDD
2013).
Professor
Howard‐Grenville’s
involvement
in
SCYP
began
in
March
2010
after
she
learned
about
the
program
from
a
student.
Professor
Howard‐Grenville
realized


 22

SCYP
was
an
opportunity
for
students
to
learn
about
industrial
symbiosis
by
addressing
real‐world
challenges.
Professor
Howard‐Grenville
contacted
SCYP
faculty
and
discovered
that
the
Salem
SCYP
partnership
had
recently
begun.
Professor
Howard‐Grenville
attended
an
SCYP
meeting
in
Salem
soon
thereafter
and
pitched
ideas
for
an
industrial
symbiosis
project
(Howard‐Grenville
2013).

Professor
Howard‐Grenville
provided
SUDD
with
an
informal
memorandum
describing
examples
of
industrial
symbiosis
projects.
SUDD
immediately
recognized
the
potential
benefits
and
strongly
supported
project
development.
Professor
Howard‐Grenville,
SUDD,
and
SCYP
staff
began
working
on
project
details
in
April
2010.
Project
names
were
important
to
assure
that
projects
made
sense
and
were
relevant
to
the
business
community.
SUDD
officially
called
the
project
Industrial
By
Product
Re‐Use
(SUDD
2013).

SUDD’s
initial
vision
for
an
industrial
symbiosis
project
contrasted
with
later
developments.
SUDD
first
envisioned
creating
an
inventory
of
local
businesses
that
might
later
facilitate
an
economic
process.
An
awareness
of
the
material
flows
of
local
businesses
could
eventually
help
lower
costs
and
increase
efficiency
by
developing
new
partnerships.
SUDD
was
familiar
with
few
local
businesses
and
sought
to
identify
local
efforts,
challenges,
and
opportunities
for
industrial
symbiosis
networks
(SUDD
2013).
Agriculture
and
food
processing
has
long
been
a
large
component
of
Salem’s
economy.

With
this
strength
came
experience
with
waste
re‐use,
including
land
spreading,
re‐use
of
water,
and
other
sustainable
treatments.

SUDD
initiated
dialogues
with
local
businesses
to
better
understand
what
waste
re‐use
efforts
were
already
underway.
Beginning
with
the
agricultural
community,
SUDD
looked
to
gauge
organizations
that
might
have
an
interest
in
industrial
symbiosis
partnerships.
SUDD
staff
contacted
the
Oregon
Department
of
Agriculture
and
local
fruit
growers.

Several
businesses
in
the
agricultural
community
were
already
engaged
in
waste
re‐use
and
a
few
expressed
their
disinterest
in
working
with
the
City
on
this
project.
Reasons
for
disinterest
included
insufficient
resources
in
staff
and
time
(SUDD
2013).

Assessing
sustainability
leaders
in
the
community,
SUDD
soon
identified
SeQuential
who
expressed
interest
in
formalizing
a
relationship.
SeQuential
still
had
an
interest
in
identifying
a
local,
more
efficient
way
to
dispose
of
WWGT.
SUDD
wanted
to
see
what
they
could
do
to
support
SeQuential’s
efforts
and
keep
them
invested
in
the
local
community
(SUDD
2013).

SUDD
set
up
an
open
house
for
local
businesses
to
discuss
industrial
symbiosis
opportunities
in
June
2010.
Individuals
representing
Willow
Lake,
Oregon
Cherry
Growers,
and
NORPAC
Foods
attended,
among
others.
Open
house
attendees
identified
existing
efforts,
challenges,
opportunities,
and
next
steps
for
industrial
symbiosis
efforts
within
their
own
organizations.
The
open
house
helped
SUDD
solidify
Willow
Lake
opportunities
with
SeQuential’s
WWGT
(SUDD
2013).



 23

SUDD’s
inventorying
of
community
businesses
helped
develop
the
scope
of
work
for
SCYP
industrial
symbiosis
projects.
Scope
of
work
for
five
industrial
symbiosis
projects
were
finalized
in
September
2010,
three
specific
to
Willow
Lake.
A
Willow
Lake
project
was
created
for
assessing
the
feasibility
of
a
Willow
Lake
and
SeQuential
partnership,
and
$8,401
from
the
Salem
general
fund
was
provided
(SUDD
2013).

Students
began
work
on
SCYP
Salem
projects
in
October
2010.
Willow
Lake,
which
previous
functioned
quietly
under
the
radar,
began
receiving
a
significant
amount
of
attention
from
UO
and
SUDD.

Students
that
worked
with
the
Willow
Lake
and
SeQuential
feasibility
report
accomplished
three
tasks.
First,
students
explored
the
results
of
four
case
studies
from
other
wastewater
facilities
that
process
food
and
grease
wastes.
Second,
students
assessed
SeQuential’s
greenhouse
gas
emissions
resulting
from
their
current
WWGT
disposal
practices
and
how
they
might
be
abated
with
a
Willow
Lake
partnership.
Third,
students
assessed
potential
savings
and
reduced
costs
from
a
Willow
Lake
partnership.
Students
determined
a
Willow
Lake
and
SeQuential
partnership
would
be
financially
and
economically
beneficial.
The
industrial
symbiosis
project
was
completed
in
10
weeks
and
a
final
report
was
presented
to
SUDD,
Willow
Lake
and
SeQuential
in
December
2010
(SCI
2010).

Post‐SCYP
Developments

Willow
Lake
Willow
Lake
hired
a
new
Wastewater
Division
Manager
in
September
2011,
and
one
of
his
first
tasks
was
reviewing
the
student
SCYP
report
for
valuable
ideas.
Upon
review,
the
Willow
Lake
and
SeQuential
report
was
not
only
supported
for
its
findings,
but
was
also
interpreted
as
an
opportunity
to
reshape
Willow
Lake’s
role
in
the
community
(Willow
Lake
2013).

Some
City
Council
members
initially
expressed
concern
about
Willow
Lake
expanding
its
services
beyond
wastewater
management.
The
SCYP
Industrial
Ecology
report
findings
played
a
significant
role
in
persuading
apprehensive
City
Council
members.
Willow
Lake
employees
have
since
referred
to
the
SCYP
Industrial
Ecology
report
as
“The
Golden
Ticket”
(Willow
Lake
2013).
 
Passage
of
fee
resolutions
formalized
Willow
Lake’s
role
as
a
multi‐purpose
facility.
 City
Council
passed
seven
fee
resolutions
between
January
2012
and
March
2013
for
specific
products
to
be
priced
and
transported
to
Willow
Lake.
Tipping
fees
at
Willow
Lake
were
$0.05
per
gallon
of
solids
and
$0.03
per
gallon
of
liquids
in
2012
(Willow
Lake)
Willow
Lake
generated
approximately
one
million
in
tipping
fees
in
2012
(Green
Gains
2013).

Table
3
provides
a
list
of
Willow
Lake
fee
resolutions
and
the
date
each
was
passed.




 24

Table
3:
Fee
Resolutions
Summary
 
Date
 Fee
Resolution
1.23.12
 New
Solids
Waste
Collection
Rates
&
Charges
2.13.12
 Hauled
Waste
Disposal
Sewer/Rate
for
leachate
4.9.12
 IGA
with
City
of
Silverton
to
accept
sludge
6.11.12
 Fee
for
treatment
of
hauled
waste
from
SeQuential
8.13.12
 Fee
for
treatment
of
leachate
from
Riverbend
12.3.12
 IGA
with
City
of
Wilsonville
to
accept
sludge
3.11.13
 IGA
with
City
of
Aurora
to
accept
sludge

Table
4
provides
a
list
of
Willow
Lake’s
income
generating
partnerships.
Type
of
material
and
volume
of
material
by
partner
is
also
provided.
City
of
Silverton’s
partnership
has
since
concluded
because
their
anaerobic
digester
is
back
online.
Table
4:
Willow
Lake
Partnerships
Institution
 Material
 2012
Gallons
Coffin
Butte
Landfill
 Leachate
 5,402,822
City
of
Silverton
 Sludge
 2,873,200
SeQuential
Biodiesel
 WWGT
 126,500
Riverbend
Landfill
 Leachate
 3,800,184
City
of
Wilsonville
 Sludge
 349,300
City
of
Aurora

 Sludge
 0

Willow
Lake’s
anaerobic
digesters
run
well
below
capacity
at
28%.
Anaerobic
digester
capacity
is
an
average
of
0.23
pounds
volatile
solids/day/cubic
feet
of
digester
volume
and
annual
averaged
organic
loading
was
.064
volatile
solids/day/cubic
feet
of
digester
volume
in
2012
(Willow
Lake
2013).
Willow
Lake
is
now
actively
developing
partnerships
with
organizations
around
the
region
because
it
realizes
that
the
nature
of
waste
management
is
shifting,
and
that
private
companies
will
corner
the
market
if
they
fail
to
proactively
capture
potential
waste
streams.
Willow
Lake
employees
now
talk
about
seeking
new
partnerships
in
terms
of
“mining
for
resources.”
New
waste
streams
are
referred
to
as
“conveyer
belts
of
BTU’s”
for
greater
methane
production.
Willow
Lake
does
not
want
to
be
pigeonholed
as
a
facility
used
strictly
for
wastewater
management
(Willow
Lake
2013).
Willow
Lake
is
assessing
infrastructure
renovations
for
greater
methane
capture.
A
technical
evaluation
is
scheduled
for
completion
by
June
2013.
Increased
methane
capture
would
reduce
Willow
Lake’s
dependency
on
PGE
for
electricity.
Willow
Lake
has
also
entertained
the
possibility
of
harnessing
methane
to
power
a
fleet
of
City
vehicles.
The
potential
of
methane
production
from
additional
waste
streams,
coupled
with
infrastructure
renovations,
could
make
the
vision
feasible.
Willow
Lake
produced
4,133,129
standard
cubic
feet
of
methane
in
2012.
56%
of
methane
used
was
by
cogenerators,
11%
by
boilers,
and
33%
by
waste
burners
(Willow
Lake
2012).


 25

Diagram
2
is
a
flowchart
to
provide
visual
representation
of
Willow
Lake’s
industrial
symbiosis
network
following
Salem
SCYP.
All
aspects
of
Willow
Lake’s
industrial
symbiosis
process
prior
to
Salem
SCYP
are
still
operational.
Clean
water
used
by
households
and
businesses
generates
wastewater
sent
to
Willow
Lake.
The
Willow
Lake
wastewater
treatment
process
generates
clean
water,
sludge,
and
methane.
Clean
water
is
discharged
to
the
Willamette
River,
sludge
is
used
as
fertilizer,
and
methane
is
used
to
generate
energy.

Willow
Lake’s
industrial
symbiosis
network
following
Salem
SCYP
includes
the
material
flows
of
SeQuential,
landfills,
and
wastewater
facilities.
SeQuential
uses
cooking
oil
and
canola
to
generate
biodiesel.
WWGT
resulting
from
SeQuential’s
biodiesel
process
is
sent
to
Willow
Lake
and
landfills
accept
waste
products
from
a
wide
range
of
industrial
processes.
Waste
solids
in
landfills
produce
leachate
that
is
sent
to
Willow
Lake.
Wastewater
facilities
process
wastewater
and
other
liquids
that
are
sent
to
various
other
wastewater
facilities.
Sludge
generated
by
wastewater
facilities
is
sent
to
Willow
Lake.
In
addition
to
sludge,
methane,
and
clean
water,
Willow
Lake’s
outputs
now
include
money
generated
from
tipping
fees.


Diagram
2:
Post‐SCYP
Industrial
Symbiosis
Network






 26

Salem
Urban
Development
Department
 SUDD
had
never
conducted
an
inventorying
process
prior
to
their
efforts
in
preparation
for
the
Willow
Lake
industrial
symbiosis
project.
SUDD
has
realized
the
value
of
the
process
and
continues
to
inventory
local
businesses
as
a
part
of
their
economic
development
strategies.
SUDD’s
2013‐2014
proposed
budget
includes
funding
dedicated
to
an
inventorying
process
for
economic
development
that
focuses
on
business
recruitment
and
retention.
Meetings
will
be
held
with
major
Salem
businesses
and
a
Business
Retention
Roundtable
will
be
established
(SUDD
2013).

Sequential
SeQuential
continues
to
grow
due
to
ever
increasing
demand.
Its
production
facility
is
now
located
in
Salem
and
currently
produces
5
million
gallons
annually
(Pacific
Biodiesel
2013).

Sequential
has
experienced
an
evolutionary
progression
in
its
disposal
of
WWGT.
WWGT
is
no
longer
considered
a
waste
product.
The
material
has
gained
market
value
as
the
use
of
anaerobic
digesters
has
increased
in
popularity.
More
private
industries
using
anaerobic
digesters
are
now
actively
seeking
inputs
for
methane
production.
The
majority
of
anaerobic
digesters
used
by
SeQuential
accept
WWGT
free
because
it
is
valuable
input
for
methane
production.
Willow
Lake
is
the
only
WWGT
disposal
site
where
SeQuential
pays
a
tipping
fee.
Regardless
of
the
tipping
fee,
the
Willow
Lake
partnership
saves
SeQuential
between
$5‐10,000
monthly
in
comparison
to
previous
disposal
practices.
SeQuential
still
disposes
the
same
volume
of
WWGT
at
Willow
Lake,
but
it
now
amounts
to
less
than
ten
percent
of
SeQuential’s
total
WWGT.

Roughly
a
dozen
anaerobic
digesters
throughout
the
region
accept
SeQuential’s
remaining
WWGT
for
free.
One
of
SeQuential’s
partners
now
pays
SeQuential
for
their
WWGT.
SeQuential
hopes
Willow
Lake
will
soon
acknowledge
the
value
of
WWGT
and
begin
paying
SeQuential
for
the
material.
What
was
once
considered
a
waste
product
now
has
market
value
(SeQuential
2013).









 27

Table
five
is
a
timeline
highlighting
critical
events
associated
with
Willow
Lake’s
industrial
symbiosis
project.

Table
5:
Events
Timeline
Date
 Event
1963
 Willow
Lake
is
designed
and
built
to
include
methane
capture
and
anaerobic
digestion
1974
 Biogro
program
is
established
to
provide
anaerobic
digester
sludge
to
farmers
2008
 Economic
downturn
spurs
Willow
Lake
to
consider
new
ways
to
use
its
underutilized
facilities
2008
 Salem
City
Council
develops
Environmental
Action
Plan
charter
Feb‐2010
 Salem
wins
SCY
contract
for
2010‐2011
Mar‐2010
 Professor
Howard‐Grenville
proposes
a
SCYP
industrial
symbiosis
project
Mar‐Apr‐2010
 Several
meetings
with
City
staff
to
discuss
SCYP
project
ideas
and
project
scopes
Apr‐2010
 Scope
of
work
for
SCYP
industrial
symbiosis
project
is
initiated
Apr‐Jul‐2010
 SUDD
begins
inventorying
local
businesses
for
potential
Willow
Lake
partnerships

Jun‐2010
 Urban
Development
Department
identifies
SeQuential
and
Willow
Lake
as
potential
partners
Jun‐2010
 Urban
Development
Departments
holds
industrial
symbiosis
open
house

Sep‐2010
 Scope
of
work
for
industrial
symbiosis
projects
is
completed
Oct‐2010
 SCYP
industrial
symbiosis
project
begins


Dec‐2010
 Students
present
SCYP
findings
to
SeQuential,
SUDD,
and
Willow
Lake

May‐2011
 Salem
SCYP
concludes
Jun‐2011
 SUDD
staff
present
SCYP
recommendations
to
City
Council
Sep‐2011
 Willow
Lake
staff
begin
reviewing
industrial
symbiosis
recommendations
Jan‐2012
 City
council
passes
first
of
seven
fee
resolutions
allowing
Willow
Lake
to
begin
accepting
new
waste
streams
Feb‐2012
 Willow
Lake
begins
accepting
leachate
from
landfills
May‐2012
 Willow
Lake
begins
accepting
biosolids
from
wastewater
treatment
facilities

August‐2012
 Willow
Lake
begins
accepting
WWGT
from
SeQuential
2013
 Willow
Lake
continues
building
partnerships
and
identifying
new
waste
streams


Conclusion
The
Willow
Lake
narrative
can
be
explained
in
simple
terms.
All
five
major
players
were
committed
to
sustainability
initiatives
prior
to
their
participation
with
Salem
SCYP.
Salem
SCYP
was
a
natural
progression
for
a
city
that
had
already
established
a
sustainability
framework.
Professor
Howard‐Grenville
first
suggested
industrial
symbiosis
for
Salem
SCYP
projects
and
SUDD
moved
quickly
to
identify
potential
partnerships.
Using
SUDD’s
groundwork,
students
developed
an
industrial
symbiosis
feasibility
report.
The
feasibility
report
helped
Willow
Lake
successfully
push
for
new
fee
resolutions
at
Salem
City
Council.




 28
Chapter
Five:
Findings

The
findings
chapter
draws
upon
ideas
from
the
conceptual
framework
and
data
from
the
case
study
narrative
to
develop
key
takeaways.
Four
key
takeaways
are
listed
up
front
and
then
each
is
explored
in
greater
detail.
Two
takeaways
are
linked
to
the
conceptual
framework
and
two
are
observations
echoed
by
various
interviewees
and
supported
by
the
case
study
narrative.
Key
Takeaways

Four
key
takeaways
from
the
Willow
Lake
case
study
are
listed
below:
• The
SCYP
service‐learning
model
inspired
a
generative
planning
processes
for
Willow
Lake
and
City
Council

• SUDD
acted
as
a
third‐party
facilitator
for
Willow
Lake’s
industrial
symbiosis
network

• The
SCYP
Willow
Lake
project
benefited
from
excellent
timing
• Student
attention
helped
initiate
City
Council
policy
changes
for
Willow
Lake.

SCYP
and
Generative
Planning

SCYP’s
service‐learning
model
inspired
a
generative
planning
process
in
Salem.
At
Willow
Lake
and
Salem
City
Council,
a
bottom‐up
model
was
infused
into
formal
institutions.
While
not
commonly
used
by
formal
institutions,
generative
planning
processes
can
facilitate
the
implementation
of
non‐traditional
ideas.
Generative
planning
includes
primary
reliance
on
information
instead
of
power,
developing
small
innovations
that
accommodate
existing
systems,
incremental
plan
implementation,
allowing
for
idiosyncratic,
context‐sensitive
design,
treating
actions
as
experimental,
and
incorporating
feedback
(Uzzell
1990).
The
following
paragraphs
explain
how
Willow
Lake
and
Salem
City
Council
incorporated
generative
planning
elements.
City
of
Salem’s
commitment
to
investing
in
new
ideas
initiated
their
generative
planning
process.
This
commitment
was
reflected
financially
as
the
City
of
Salem
invested
$329,000
with
confidence
that
UO
would
produce
valuable
ideas
(Webster).
The
financial
investment
also
ensured
that
the
City
made
every
effort
to
provide
resources
to
support
and
facilitate
SCYP
work
(Schlossberg
2013).
Salem
perceived
SCYP
input
to
be
apolitical
which
helped
challenge
City
Council
to
examine
current
Willow
Lake
practices
in
the
face
of
a
viable
alternative
(Willow
Lake
2013).

The
Salem
SCYP
process
supported
small
innovations
for
realizing
Willow
Lake’s
latent
potential.
The
SCI
Industrial
Symbiosis
scope
of
work
was
designed
for
completion
in
a
ten‐week
period.
The
report
was
not
overly
ambitious,
but
aimed
to
compliment
work
already
carried
out
by
the
City.
SCYP
recommendations
for
the


 29

Willow
Lake
project
focused
on
increasing
the
use
of
anaerobic
digesters
currently
functioning
under
capacity.

Willow
Lake’s
industrial
symbiosis
network
has
expanded
incrementally.
Salem
City
Council
is
responsible
for
passing
fee
resolutions
before
every
new
partnership
at
Willow
Lake
comes
online.
Willow
Lake
has
developed
six
new
partnerships
in
the
14
months
since
accepting
new
waste
streams.
Each
additional
partnership
can
be
seen
as
a
discrete
project.
Gradual
changes
at
Willow
Lake,
taken
cumulatively,
have
made
a
big
impact.
(Willow
Lake
2013).




The
Salem
SCYP
process
supported
idiosyncratic,
context‐sensitive
design
to
capitalize
on
the
facility’s
unique
circumstances.
Industrial
symbiosis
was
a
means
for
Willow
Lake
to
generate
income
when
faced
with
economic
constraints.
Salem
City
Council
supported
a
break
from
business
as
usual
by
passing
fee
resolutions
and
allowing
Willow
Lake
to
expand
its
role
beyond
wastewater
management.
Willow
Lake’s
expanded
role
is
not
unprecedented
for
a
wastewater
management
facility,
but
it
did
push
Willow
Lake
into
new
territory.


Investment
in
experimental
actions
was
key
to
Salem
SCYP
success.
SCYP
is
an
experimental
program,
and
Salem
had
the
courage
to
participate.
The
City
invested
a
large
sum
without
knowing
exactly
what
the
returns
on
student
work
would
be.
Willow
Lake
embraced
experimental
actions
by
pressing
forward
with
ideas
presented
in
the
SCYP
Industrial
Symbiosis
report.
SeQuential
was
also
open
to
experimenting
with
new
waste
management
solutions.

Incorporating
feedback
was
also
important
in
Salem’s
generative
process.
Salem
City
Council
passed
fee
resolutions
after
incorporating
feedback
provided
by
Willow
Lake.
Willow
Lake
incorporated
SCYP
feedback
and
developed
a
partnership
with
SeQuential.

Table
6
lists
the
elements
of
a
generative
planning
process
and
how
Salem
City
Council
and
Willow
Lake
implemented
them.
Table
6:
Generative
Planning
Process
Generative
Planning
Process
 Salem
City
Council
 Willow
Lake
Primary
reliance
on
information
instead
of
power
 Investment
of
money
and
resources
for
SCYP
ideas
 Promoting
policy
change
with
SCYP
report

Developing
small
innovations
that
accommodate
existing
systems
 Scope
of
SCYP
projects
sized
to
be
completed
in
10
weeks
 New
partnerships
that
compliment
anaerobic
digester
capacity
Incremental
plan
implementation
 Tipping
fee
resolutions
passed
as
partnerships
come
online

 Steady
addition
of
industrial
symbiosis
partnerships
Allowing
for
idiosyncratic,
context‐sensitive
design
 Passing
fee
resolutions
 Envisioning
Willow
Lake
as
a
regional
asset
Treating
actions
as
experimental
 Willingness
to
invest
in
service‐learning
partnership

 Desire
to
be
creative
and
capture
new
waste
streams

Incorporating
feedback
 Passing
fee
resolutions
 SeQuential
partnership
and
the
transition
to
a
multi‐purpose
facility



 30

Formal
planners
are
often
deterred
from
generative
planning
by
factors
both
professional
and
institutional.
Factors
include
a
perceived
inability
to
control
outcomes,
inability
to
control
the
planning
process,
lack
of
institutional
support,
and
lack
of
funding
(Uzzell
1990).
SCYP’s
generative
planning
process
created
a
temporary,
safe
space
for
the
City
to
explore
new
ideas
without
undermining
more
formal
planning
processes.
Student
ideas
and
report
findings
were
outside
the
City’s
control.
The
City’s
responsibility
was
to
select
projects
and
to
decide
which
ideas
to
ultimately
support
or
ignore.
The
process
was
also
endorsed
and
funded
by
the
City.
Endorsement
and
funding
are
two
factors
that
commonly
hinder
generative
planning.
Developments
at
Willow
Lake
can
be
described
as
a
generative
planning
process
in
which
formal
planners
were
not
hindered
by
common
deterrents.
The
Salem
SCYP
generative
planning
process
reflects
the
transformative
nature
of
successful
service‐learning
programs.
Students,
professors
and
the
City
of
Salem
all
benefited
from
a
campus‐community
partnership.
The
institutions,
policies,
and
social
practices
shaping
the
community
of
Salem
have
also
evolved.
As
a
result
of
the
generative
planning,
Willow
Lake
is
now
a
multi‐purpose
facility,
City
Council
supports
Willow
Lake’s
expanded
role,
and
SUDD
has
adopted
an
inventorying
process
for
greater
economic
development.


Third
Party
Facilitation

SUDD
served
as
a
third
party
facilitator
in
the
Willow
Lake
industrial
symbiosis
project.
Third
party
facilitation
is
a
tool
used
to
bridge
professionals
across
organizations,
and
to
forge
partnerships
using
knowledge,
experience,
and
contacts
that
may
not
be
available
to
other
organizations.
Lacking
these
resources,
organizations
that
could
otherwise
benefit
from
partnerships
may
not
identify
the
opportunity.
Third
party
facilitators
also
help
address
difficulties
associated
with
the
varying
outlooks,
processes
and
social
structures
used
by
different
decision‐makers
and
organizations
(Boon
and
Howard‐Grenville
2009)
SUDD
served
as
a
third
party
facilitator
by
identifying
a
potential
partnership
between
Willow
Lake
and
SeQuential.
SUDD’s
inventorying
process
identified
Willow
Lake
and
SeQuential
as
local
organizations
with
an
interest
in
industrial
symbiosis.
Willow
Lake
was
identified
as
a
facility
functioning
under
capacity.

SeQuential
was
identified
as
a
local
organization
with
waste
disposal
needs.
SUDD’s
knowledge
of
local
organizations
placed
SUDD
in
the
unique
position
of
being
able
to
connect
Willow
Lake
and
SeQuential.
SUDD’s
involvement
as
a
third
party
facilitator
at
Willow
Lake
is
critical.
Willow
Lake’s
social
structure
and
processes
did
not
previously
include
partner
organizations
or
any
form
of
recruitment
strategy
to
develop
partnerships.
Willow
Lake’s
role
was
limited
to
wastewater
treatment,
making
partner
recruitment
a
task
falling
outside
their
scope
of
practice.
SeQuential’s
social
structure
did
not
include
a
network
with
any
means
of
alerting
SeQuential
to
Willow
Lake’s
shifting
practices.
SeQuential
wanted
to
find
a
local
partner
for
WWGT
disposal,
but
would
not
have
otherwise
been
aware
that
Willow
Lake
was
interested
in
a
partnership
without


 31

SUDD’s
knowledge
and
involvement.
Limitations
inherent
to
the
social
structures
and
processes
at
Willow
Lake
and
SeQuential
were
overcome
by
SUDD’s
role
as
a
third
party
facilitator.

In
the
United
States,
it
is
rare
for
governments
to
serve
the
role
of
third
party
facilitators
for
industrial
symbiosis
networks
(Howard‐Grenville
2013).
Successes
at
Willow
Lake
suggest
economic
development
departments
in
local
governments
can
be
instrumental
in
creating
industrial
symbiosis
networks.
Third
party
facilitation
requires
the
knowledge,
experience,
and
contacts
that
can
be
obtained
using
an
inventorying
process.
Developing
an
inventorying
process
can
be
simple,
low‐cost,
and
generate
income
for
local
organizations.

Timing
The
Willow
Lake
industrial
symbiosis
project
had
the
benefit
of
excellent
timing.
Salem
City
Council,
UO,
SeQuential,
SUDD,
and
Willow
Lake
were
all
in
an
excellent
position
to
take
part
in
the
process.
The
following
paragraphs
explain
how
each
organization
was
prepared
to
participate.


Salem
City
Council
had
recently
developed
the
Environmental
Action
Plan
(EAP)
and
a
goal
of
most
sustainable
capitol
city
(Salem
City
Council).
SCYP
was
a
way
of
creating
policy
congruent
with
the
City’s
recent
developments
(SUDD
2013).
An
industrial
symbiosis
project
may
not
have
been
possible
during
Salem
SCYP
had
Professor
Howard‐Grenville
learned
of
the
program
after
the
initial
project
development
phase.
An
industrial
symbiosis
project
likely
would
not
have
occurred
at
all
without
the
professor’s
participation.
Professor
Howard‐Grenville
was
responsible
for
pitching
the
idea
for
a
SCYP
industrial
symbiosis
project,
and
happened
to
hear
about
SCYP
soon
after
the
Salem
partnership
was
formalized.
Professor
Howard‐Grenville’s
expertise
helped
steer
project
development
and
facilitate
implementation.

Timing
of
the
Willow
Lake
partnership
would
not
have
made
financial
sense
for
SeQuential
had
it
not
set
the
precedent
for
their
current
waste
management
practices.
Prior
to
the
Willow
Lake
partnership,
SeQuential
shipped
WWGT
to
Portland
at
significant
cost
(SCI).
Today,
SeQuential
delivers
WWGT
to
anaerobic
digesters
where
it
is
accepted
free
or
paid
for.
The
Willow
Lake
partnership
helped
SeQuential
turn
WWGT
into
a
financial
asset
(SeQuential
2013).

The
City’s
involvement
in
SCYP
had
great
financial
timing.
The
SCYP
industrial
symbiosis
project
was
funded
with
$8,401
from
the
City’s
General
Fund.
The
allocation
of
General
Fund
resources
to
support
SCYP
was
limited
at
the
outset
of
the
City’s
engagement
with
UO.

Finances
from
the
general
fund
may
not
have
been
available
had
the
project
been
pitched
even
a
few
weeks
later,
or
if
other
projects
had
been
successfully
pursued
prior
(SUDD
2013).
The
presence
of
forward‐thinking
players
at
all
of
the
involved
organizations
played
a
significant
role
in
successes
enjoyed
by
Willow
Lake’s
industrial
symbiosis


 32

network.
Their
collective
efforts
helped
shift
the
thinking
about
Willow
Lake
from
a
wastewater
facility
to
a
multi‐purpose,
regional
resource.
The
initiative
of
progressive
change
agents
is
responsible
for
making
the
SCYP
vision
a
reality.

Student
Attention

The
role
of
students
in
the
Willow
Lake
narrative
is
critical.
While
students
did
not
discover
anything
profound,
they
developed
a
report
drawing
attention
to
latent
potential
in
the
community.
Willow
Lake
had
acknowledged
the
potential
for
industrial
symbiosis
partnerships
in
2008,
but
students
helped
unstick
the
situation.
Student
attention
inspired
City
Council
to
adopt
a
more
sustainable
vision
for
Willow
Lake.
A
similar
report
could
have
been
produced
without
student
involvement,
but
the
changes
made
at
City
Council
likely
would
not
have
occurred.
The
student
report
was
viewed
as
apolitical,
challenging
City
Council
to
examine
current
practices
at
Willow
Lake
and
the
opportunities
presented
by
a
viable
alternative.
Conclusion

Four
major
takeaways
from
the
Willow
Lake
industrial
symbiosis
project
help
explain
why
it
was
successful.
Two
takeaways
can
be
explained
using
the
conceptual
framework.

These
takeaways
are
that
the
SCYP
service‐learning
model
inspires
a
generative
planning
process
within
formal
institutions
and
that
SUDD
acted
as
a
third‐party
facilitator
for
Willow
Lake’s
industrial
symbiosis
network.
Two
additional
takeaways
were
observations
echoed
by
various
interviewees
and
supported
by
the
case
study
narrative.
These
takeaways
are
that
the
SCYP
Willow
Lake
project
benefited
from
excellent
timing
and
that
student
attention
helped
initiate
City
Council
policy
changes
for
Willow
Lake.











 33
Chapter
Six:
Recommendations


Willow
Lake
has
shifted
from
a
facility
servicing
only
municipal
wastewater
to
a
multi‐purpose
facility
assisting
various
organizations
with
waste
management
needs.
Changes
at
Willow
Lake
are
the
result
of
Salem
SCYP
and
an
industrial
symbiosis
report
produced
by
students.
A
partnership
between
Willow
Lake
and
SeQuential
set
a
precedent
for
both
organizations
and
helped
create
a
framework
for
later
developments.
Students
were
critical
in
drawing
attention
to
potential
sustainability
innovations
and
helping
initiate
City
Council
policy
changes
for
Willow
Lake.
A
new
vision
is
now
in
place
for
Willow
Lake’s
role
in
the
community.


The
recommendations
chapter
combines
conceptual
framework,
findings,
and
subjective
opinion
to
develop
recommendations
for
universities,
cities,
and
states.
Five
recommendations
are
listed
up
front
and
then
each
is
explained
in
greater
detail.

Recommendations
Five
recommendations
include:

• State
governments
should
provide
funding
for
cities
interested
in
service‐learning
partnerships
• Economic
development
departments
should
use
an
inventorying
process
• Economic
development
departments
that
use
an
inventorying
process
should
assess
their
ability
to
function
as
third
party
facilitators
• SCYP
should
suggest
industrial
symbiosis
projects
to
future
partner
cities
• Industrial
symbiosis
partners
should
stay
current
to
changing
economic
values
of
materials
exchanged
in
their
networks


State
Governments
State
governments
should
make
funding
available
for
cities
that
want
to
participate
in
SCYP
and
other
service‐learning
partnerships
with
local
universities.
State
funding
would
signal
to
communities
that
states
are
serious
about
endorsing
the
benefits
of
service‐learning.
Successful
service‐learning
endeavors
like
Willow
Lake’s
industrial
symbiosis
project
can
help
stimulate
local
economies,
increase
sustainability
efforts,
and
educate
students
and
the
community.
Projects
should
last
one
academic
school
year.

I
suggest
state
governments
develop
an
application
process
that
allows
cities
to
demonstrate
their
commitment
to
sustainability
initiatives.
State
governments
would
then
select
one
to
five
cities
to
fund
annually.
I
suggest
states
begin
by
providing
up
to
$1000,000
per
partner,
or
the
equivalent
to
half
the
baseline
costs
associated
with
SCYP.



 34

Additional
funding
may
be
key
for
motivating
some
cities
to
participate
in
service‐learning
partnerships,
but
it
is
imperative
that
cities
are
equally
invested
in
the
process.
Cities
should
be
required
to
match
any
funds
that
come
from
state
governments.
All
funding
should
be
paid
to
the
city’s
partner
university.
Service‐learning
partnerships
will
generate
new
ideas,
produce
student
work,
add
greater
credibility
to
the
city’s
efforts,
and
increases
the
trust
of
local
businesses
investing
time
and
resources
into
the
process.

Economic
Development
Departments
Economic
development
departments
should
use
inventorying
as
a
tool.
Inventorying
businesses
and
other
organizations
is
a
low‐cost
process
that
can
identify
economic
development
opportunities
in
the
community.
The
process
is
simple,
inexpensive,
and
has
the
potential
to
forge
income‐generating
partnerships.

The
inventorying
process
requires
economic
development
departments
to
increase
their
familiarity
with
local
organizations.
When
used
for
industrial
symbiosis
purposes,
the
inventorying
process
includes
identifying
the
existing
industrial
symbiosis
efforts,
challenges,
opportunities,
and
next
steps
of
local
organizations.
When
economic
development
departments
are
familiar
with
the
processes,
needs,
and
ambitions
of
local
organizations,
they
can
better
identify
economic
development
opportunities
in
the
community.
The
inventorying
process
can
be
conducted
with
phone
calls,
open
houses,
or
any
other
format
that
initiates
useful
dialogue.


SUDD
had
never
used
an
inventorying
process
prior
to
their
activities
associated
with
the
SCYP
industrial
symbiosis
project.
SUDD’s
work
identified
the
potential
for
a
partnership
between
Willow
Lake
and
SeQuential.
The
inventorying
process
has
now
been
adopted
as
one
of
SUDD’s
strategies
to
better
facilitate
economic
development.
SUDD’s
2013‐2014
budget
includes
dollars
for
an
inventorying
process
to
explore
how
SUDD
can
better
support
local
businesses
and
recruit
new
ones
(SUDD
2013).

Economic
development
departments
that
use
an
inventorying
process
should
assess
their
ability
to
function
as
third
party
facilitators.
Third
party
facilitation
aims
to
bridge
professionals
across
organizations.
The
contrasting
outlooks,
processes,
and
social
structures
of
different
organization
often
make
it
difficult
for
industrial
symbiosis
partnerships
to
occur
on
their
own.
The
inventorying
process
produces
knowledge
concerning
the
material
flows
of
local
organizations,
and
creates
an
expanded
network
of
contacts.
Economic
development
departments
can
use
this
information
to
identify
potential
industrial
symbiosis
partnerships.

Economic
development
departments
can
begin
the
inventorying
process
by
assessing
assets
and
facilities
controlled
by
the
city
government.
This
is
a
good
place
to
start
because
cities
are
often
responsible
for
wastewater
facilities
and
other
large‐scale
assets
processing
large
volumes
of
materials.
Cities
are
also
a
good
place
to
start
because
one
city
department
is
inventorying
another,
increasing
the
likelihood
of
cooperation.
The
process
can
then
be
expanded
to
power
plants
and


 35

other
local
businesses
that
likely
processing
high
volumes
of
materials.
Organizations
that
identify
as
sustainability
leaders
should
also
be
involved
in
the
inventorying
process
early
on.
The
key
is
identifying
organizations
that
are
willing
to
share
information
regarding
their
own
processes,
and
open
to
building
industrial
symbiosis
partnerships.


SCYP
SCYP
should
suggest
industrial
symbiosis
projects
to
future
partner
cities.
Industrial
symbiosis
projects
are
extremely
conducive
to
the
SCYP
format
and
provide
benefits
for
UO
and
SCYP’s
partner
cities.
The
Willow
Lake
project
proves
that
industrial
symbiosis
projects
can
be
successfully
conducted
for
less
than
$10,000
and
generate
enormous
revenues
in
return.
More
UO
Professors
should
become
familiar
with
industrial
symbiosis
so
projects
are
not
necessarily
contingent
on
Professor
Howard‐Grenville’s
participation.

In
addition
to
industrial
symbiosis
projects,
SCYP
can
help
set
the
groundwork
for
future
projects
by
assisting
communities
with
the
inventorying
process.
Identifying
local
organizations
interested
in
pursuing
industrial
symbiosis
is
a
critical
first
step
for
developing
networks.
In
Salem,
the
inventorying
process
that
preceded
the
Willow
Lake
industrial
symbiosis
project
was
completed
by
SUDD.
SCYP
can
facilitate
similar
inventorying
processes
for
partner
cities
that
may
otherwise
lack
the
time
or
staff
needed
to
carry
out
the
process.

Industrial
Symbiosis
Partners
All
organizations
involved
with
industrial
symbiosis
should
stay
current
to
changing
economic
values
of
materials
exchanged
in
their
networks.
Industrial
symbiosis
strives
to
mimic
natural
ecosystems
where
the
outputs
of
a
given
system
are
used
as
inputs
for
another
system.
Successful
industrial
symbiosis
projects
find
means
of
transforming
waste
materials
into
useful
inputs.
A
material
may
gain
market
value
once
it
is
identified
as
a
useful
input,
shifting
the
dynamics
of
exchange
between
partners.
Industrial
symbiosis
networks
can
break
down
when
a
material
gains
market
value
and
is
no
longer
considered
a
waste
product
because
other
organizations
may
seek
to
purchase
it.


SeQuential’s
WWGT
is
no
longer
considered
a
waste
product.
Roughly
a
dozen
anaerobic
digesters
now
accept
SeQuential’s
WWGT
free
of
charge
and
one
of
SeQuential’s
partners
pays
SeQuential
for
their
WWGT.
The
fact
SeQuential
still
pays
Willow
Lake
for
the
disposal
of
WWGT
is
counterintuitive.
SeQuential
may
eventually
terminate
their
Willow
Lake
partnership
if
Willow
Lake
continues
charging
for
WWGT
disposal.






 36

Conclusion

The
study
suggests
SCYP
played
a
critical
role
in
assisting
Willow
Lake
to
transcend
its
limited
role
managing
wastewater
to
become
a
multi‐purpose
facility.
SCYP’s
service‐learning
model
inspires
a
generative
planning
process
that
emphasizes
information
over
power.
The
generative
process
creates
a
temporary,
safe
space
for
cities
to
explore
new
ideas
without
undermining
more
formal
planning
processes.

I
recommend
states
provide
aid
to
cities
in
order
to
promote
service‐learning
partnerships
in
more
communities.
Economic
development
departments
can
play
the
pivotal
role
of
third
party
facilitator
to
help
establish
industrial
symbiosis
networks.
Economic
development
departments
are
in
the
unique
position
of
being
able
to
inventory
local
businesses
for
opportunities
like
industrial
symbiosis.
I
recommend
economic
development
departments
take
advantage
of
the
inventorying
process
because
it
is
simple,
inexpensive,
and
can
help
identify
new
ways
for
local
organizations
to
generate
income.


The
Salem
partnership
was
SCYP’s
first
industrial
symbiosis
project,
but
it
should
not
be
the
last.
SCYP
now
has
more
knowledge
and
experience
to
better
facilitate
future
industrial
symbiosis
projects.
While
SCYP
project
ideas
are
most
often
proposed
by
SCYP’s
partner
cities,
this
is
not
always
the
case.
I
suggest
SCYP
suggest
industrial
symbiosis
projects
to
future
partner
cities.
Willow
Lake’s
transition
to
a
multi‐purpose
facility
has
been
a
success,
but
circumstances
continue
to
evolve.
The
market
value
of
WWGT
has
shifted
since
Willow
Lake
and
SeQuential
developed
their
partnership.
The
Willow
Lake
and
SeQuential
partnership
helped
SeQuential
identify
anaerobic
digesters
as
an
effective
means
of
disposing
WWGT.
What
was
once
considered
a
waste
product
is
now
valued
by
facilities
with
anaerobic
digesters
throughout
the
region.
I
suggest
that
organizations
involved
in
industrial
symbiosis
stay
current
to
the
changing
economic
values
of
materials
in
their
networks.
Industrial
symbiosis
networks
identify
new
uses
for
materials
previously
considered
waste
products.
By
doing
so,
industrial
symbiosis
partners
can
inadvertently
create
new
markets
for
the
materials
in
their
networks.
Industrial
symbiosis
networks
are
therefore
at
risk
as
a
result
of
their
own
successes.









 37

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