The Mayor's Desk
This past week, we attended the long-awaited Enforcement Conference with the Massachusetts Department of Environmental Protection regarding the water crisis that took place beginning in August. It was a sobering meeting.
We reviewed the draft consent order that will soon be issued to the city. We agreed upon the Statement of Facts and Law surrounding the water crisis that took place this past summer. We reviewed the Disposition and Order, and discussed the penalties that would be imposed upon the city.
Now that the consent order terms have been agreed upon, the final document is being completed, and will be made public shortly by both the city and MassDEP. This will not be the best moment in the city's history.
The water crisis tells the story of a city that has neglected its infrastructure over many years. It tells the story of administrations that have ignored the warnings of experts about the vulnerability of the city's infrastructure. It tells the story of a Department of Public Works that, as it became increasingly understaffed, relied more and more on its contract operator, who ultimately let it down. It is the story of work practices, procedures, and communication channels that are outmoded and outdated.
This story ultimately resulted in every household, and every business in Gloucester, having to boil their water for an unprecedented 20 days.
It is also the story of some extraordinarily dedicated city employees and MassDEP officials who worked day and night to pull the city through the immediate crisis. Our neighbors in Rockport, Essex, and Manchester-by-the-Sea can't be forgotten in this storyline. We owe a debt of gratitude to everyone who worked to prevent a bad situation from getting worse.
Despite those bright spots, we can't rewrite this story as much as I would like to. We need to face the facts, and fix it. The water crisis will cost the city $760,000. The fix to comply with the consent order and fend off other emergencies will cost upwards of another $8 million.
My administration is re-orienting all priorities to devote the time, management focus, and money toward getting this city through the next seven months. The Babson water treatment plant cannot be turned back on until the required construction work is complete. We are operating on a recently upgraded West Gloucester plant. Neither plant and its water sources can meet the city's demand for water on its own — thus the annual switch back and forth.
We are hurtling toward another crisis of greater proportions than we've just experienced if this work isn't done. Contingency plans are being prepared now in the event water supplies run dangerously low next spring. My office is holding weekly management meetings with key city staff. We will also be holding weekly meetings with MassDEP which will be closely monitoring the city's progress and performance.
The stakes are high. This effort has to be the story of a city that assessed and understood the risks it faces. It has to be the story of a city that spent the money to respond responsibly to those risks. It has to be the story of a staff that has the resources, tools, management and community support that they need. It is long past time for a new storyline.
Carolyn A. Kirk is mayor of the city of Gloucester.
