Clarksburg Water Crisis: A Model for Emergency Response and Community Support
Case Example of Direct and Pick-Up Filter Distribution Model from Clarksburg, WV
Project Overview
The Clarksburg Water Board (CWB) serves roughly 18,000 people through 8,000 service connections in Clarksburg, WV, and further distributes water to other WV public water systems serving an additional 38,000 people.
In May 2021, the West Virginia Department of Health and Human Resources (WVDHHR) identified elevated levels of lead in tap water from three households receiving public water from CWB after children in those homes tested positive for elevated blood lead levels during routine surveillance testing from the WVDHHR.
In response to these test results, the U.S. Environmental Prency (EPA) and WVDHHR issued an emergency administrative order in July 2021 directing CWB to create and implement a corrective action plan to address the issue. Steps taken included the identification of homes that may be impacted and the provision of an alternate drinking water source and/or point-of-use filters certified to remove lead, as well as increased sampling/monitoring measures and additional corrosion control treatment.
Beginning in 2021, 3,000 water filters were distributed to households and businesses under the plan. Community leaders and partners carried out distribution leveraging innovative and effective best practices, explained further below.
Project Timeline
CWB’s project included temporary filter distribution in Clarksburg to mitigate lead poisoning in households and businesses in 2021.
Best Practices
Harnessing Local and State Partnerships for Effective Emergency Response
CWB’s filter initiative underscores the importance of collaboration between local and state entities in emergency response efforts. During the emergency, the utility unanimously approved spending up to $80,000 for logistical support from the West Virginia National Guard for water and filter distribution. The local fire department also played a large role in hand-delivering filters to residents. By integrating such partnerships into local emergency plans, utilities can ensure robust and adaptable responses to public health crises while enhancing operational efficiency, particularly important for utilities struggling with workforce challenges.
Flexible Distribution
The success of CWB’s emergency distribution underscores the importance of providing multiple access points during emergency responses. In addition to three two-person delivery teams from the state’s National Guard, a team remained at the Water Board office for customers who wanted to stop and pick up a pitcher and filter. Offering delivery and pickup options meets the needs of diverse populations and demonstrates a customer-centric approach that builds community trust.
Rebuilding Trust Through Transparency
Emergency disturbances in drinking water can cause widespread fear and uncertainty in affected communities. Transparency begins with openly communicating both the issue and the plan to immediately address it. Following the joint EPA and WVDHHR order, CWB promptly informed customers about the presence of lead in their water by distributing notices about the issue while clearly outlining the affected areas. Utilities should avoid downplaying or withholding information, as trust grows when customers feel informed and respected.
Connecting Residents to Care
CWB ensured that affected residents could easily access support and resources throughout the drinking water emergency. CWB distributed filters for free and allowed residents to request them by phone. Additionally, they partnered with local health departments to offer free blood testing, reinforcing a commitment to comprehensive care. Providing both centralized and decentralized options for services enhances accessibility and customer satisfaction.
Freeing Up Funds
CWB also voted to liquidate approximately $1.2 million from bonds issued in 2013 for this purpose. There is potential for municipalities to identify and repurpose dormant financial assets tied to older bond issuances. By thoroughly reviewing bond obligations and engaging financial and legal experts, cities can uncover untapped resources to fund emergency programs. This illustrates how proactive financial management and creative problem-solving can provide critical support for addressing lead contamination without overburdening taxpayers or disrupting other budget priorities.