Lessons learned from Walkerton tragedy

Small system water purveyors throughout North America are nervous about a recurrence in their own community. Here are some suggestions, which may help you to stave off some of the difficulties reported in Walkerton.

By Bob Patrick
Management Consultant

Contents
Multitude of problems dovetailed to create set stage for tragedy
Would tightened regs have made a difference?
First look at training issue
Accurate test results must be reported
Public safety must come before protectionist attitude
Professional oversight would uncover problems

Following the tragedy in Walkerton, Ontario, where seven people died and 2000 became ill from E. coli in the drinking water, many issues have emerged, which will take years to resolve. Based on reports of testimony from the ongoing public inquiry, which some media pundits have dubbed "The Blame Game," any community in this situation could face significant liability claims.

Multitude of problems dovetailed to create set stage for tragedy
It is alleged that the utility manager did not possess the education or experience for the position. In addition, it is alleged that there were regular "massaging" of test results, alcohol abuse among the employee group, a lapse in vigilance by the Ministry of the Environment, and equipment failure, which resulted in prolonged cessation of chlorination in the town's main well. The manager allegedly claimed that he was unaware of the Ontario Drinking Water Objectives. Finally, it is has been reported that the utility had confirmation that the water was contaminated by E. coli and failed to communicate this to either the Ministry of the Environment or the Medical Officer of Health. (Back to top)

Would tightened regs have made a difference?
The technical and political fallout from this horrible tragedy has already been the subject of legislation and tightened regulations. It is unlikely, in my opinion, that the legislation and regulations would have made any difference had they been passed before the incident. How does a political body protect its community from the type of things that allegedly happened in Walkerton? Was this an isolated incident? Sadly, it probably was not.

Small system water purveyors throughout North America are probably already getting nervous about a recurrence in their own community. Here are some suggestions, which may help you to stave off some of the difficulties allegedly experienced in Walkerton. Blame aside, we need to use the issues to learn and prevent further occurrences. What follows is a practical treatise not a legal one. If legal issues are a concern, seek the advice of a good solicitor. (Back to top)

First look at training issue
Let's look at the training issue. There are several ways to approach this. Traditionally, smaller municipalities don't always embrace training initiatives because of the expense incurred on limited budgets. Now is the time to not only embrace training but insist on it. In Ontario, community colleges offer the basic courses formerly offered by the ministry. The local chapters of AWWA (American Water Works Association) often sponsor seminars. There are correspondence and in-house courses available from a number of universities in the United States and Canada.

Insist that your staff provide you with a training plan and make sure they carry through with it. Some politicians may choose to participate in the training along with their staff or to join politically oriented organizations such as the Ontario Municipal Water Association. If you don't wish to go that far, ask your staff for a report on every training opportunity outlining what they learned and how it might relate to your system. If they say that it doesn't relate, that should raise a red flag. Explore this and make sure the explanation makes sense. Eventually, you will begin to perceive where the holes are and where there is a negative attitude toward training. (Back to top)

Accurate test results must be reported
The next issue, massaging of test results, is not quite as easy to directly detect and cure. The bottom line in this issue is the bacteriological quality of the water. The easiest way to protect the water quality is to have all test results, good or bad, sent directly from the lab to both the regulator and the health authorities. If chlorine levels are being reported incorrectly, at least the authorities will know about harmful pathogens and be in a position to take corrective action. (Back to top)

Public safety must come before protectionist attitude
One of the biggest hurdles to overcome in this process is the "them and us" attitude that is sometimes prevalent in municipal agencies. It is not a "them and us" situation. Protectionism is a minor issue relative to public safety. Much of the protectionist attitude is related to how the public and political bodies handle adverse situations. It becomes a "blame game." Staff are therefore reluctant to take the high road because of the criticism to which they may be subjected. Political bodies must understand that things happen even in the best-run systems. Staff, therefore, have to be placed in an environment, which stresses problem solving not punishment. Even if the difficulties recur, professional advice should be sought before engaging in the "staff bashing" game.

Understand, I am not advocating a lenient attitude toward performance problems. I am suggesting that shooting from the hip is not the best way to consistently hit the target. A professional management or technical consultant can help you separate the performance problems from the quirks of the water system. Sometimes a fresh approach and broader experience base can pinpoint a problem that your staff can miss. (Back to top)

Professional oversight would uncover problems
My final comments on these issues relate to regular inspections of water systems. The Ontario Government has chosen to have an independent engineer's report done on all water systems every three years. This is not a bad idea. I would take the idea to the next level and suggest that the "engineer" be changed for each review. The process of starting from scratch can sometimes uncover things that may have been missed in the past review. We are all human-even engineers, contrary to the popular legend. In addition, management of the system should be reviewed regularly to assess training needs or skill set improvements required to combat some of the other issues that may come up.

I certainly hope that some of these suggestions will assist small or even large purveyors of drinking water to feel more confident that their communities will have reasonable protection against water borne disease. In years past, we relied on government inspection. Today, we have more freedom – and more responsibility, in the governance of our own affairs. This is very much a team sport. I would encourage you to use all the resources at your disposal. (Back to top)

For more information, see "Fatal lack of training revealed in Walkerton tragedy" and "Ontario sets forth training requirements for water operators."

About the author: R. J. Patrick, P. Eng., is a principal in his own Management Consulting Company (Ontario) specializing in restructuring, repositioning, due diligence for acquisitions and technical services in water and wastewater, and R&D program setup since 1997. As an executive in the wastewater, water and electrical industries, he focuses on performance-based management, benchmarking, cost control and product quality improvement. He also has extensive experience in project management process control and SCADA. His most recent assignment has been to serve as the general manager of the Lambton Area Water Supply System (1998-2000). Prior to that he was director of operations of the Brantford Public Utilities Commission (1989-97). A graduate of the University of Windsor (1971), he is frequently called upon to conduct seminars on the water treatment industry. He may be contacted via e-mail at rpatrick@bfree.on.ca. (Back)

Edited by Joyce Everhart
Managing Editor, Public Works Online
jeverhart@vertical.net