In southeastern England, a community had unstable access to clean water for 14 days, just weeks before the holidays. They were told the resource they depended on was unsafe for drinking, washing, or even for pets unless properly boiled beforehand to limit contamination risks. But how did a historic spa town once praised by British royalty devolve into a community unable to take a hot bath for weeks?
This week, Water Treatment 411 will walk you through the water crisis in Tunbridge Wells and explore how to learn from the situation.
What Happened?
South East Water, a water supplier firm, issued a notice on November 29, to alert customers of a service disruption in the area. After a coagulant chemical issue, 24,000 customers in the area were affected, including schools, care homes, and other businesses. Those affected reported unstable water pressure and access. One hotel owner had to temporarily close it’s doors after losing £30,000 in five days.
Over time, community members became agitated and unsatisfied with the company as their restoration promises fell short. The situation escalated as a member of Parliament for the area, Mike Martin, called for chief executive David Hinton to resign repeatedly. Two weeks passed before Hinton personally addressed the public. When he did speak, he insisted he would not resign, citing his passion and experience as worthy traits. He pointed to an array of external factors straining the system, from extreme weather to lifestyle changes. Ultimately, he gave his company’s response an eight out of ten.
Following the crisis, residents of and the media have referenced two main complaints about the situation. We will break down these concerns and explain how they manifest in your utility.
1. Preventative Care
Of course, the best way to handle a crisis is to not have one in the first place. Unfortunately, this is easier said than done. In an industry where system upgrades can cost millions and require the mercy of government approval, and utilities are usually operated by three or fewer people, preventative care can be seen as a luxury.
For South East Water, it’s now a major topic of debate. Hinton claimed the crisis was a “unexpected failure,” but one chief inspector begged to differ. Marcus Rink of Drinking Water Inspectorate had a laundry list of issues with the company, which he presented to Parliament. He said the plant had “noticeable deterioration.” He also said they failed to conduct proper testing or install a heavy metal filter as required after an inspection two weeks prior. Their repeated shortcomings earned them an enforcement notice since the previous year for bacteria and pesticide contamination risks. This type of conflicting information harms your brand and trust with the community. In an emergency, it can make statements seem insincere and customers will question the validity of your authority.
Rink said with appropriate tests, the company would have accurate data and noticed red flags sooner. The company gathered data manually rather than electronically since July. This method allows risks to slip through the cracks and corrupt readings. Check out our article on bad data and human error to learn more about how to build the right culture and get accurate information the first time.
2. Crisis Response
In a situation like the one at Tunbridge, all eyes are on your utility. The community depends on you more than ever for accurate information and a speedy resolution.
As we mentioned before, the company’s updates were inaccurate. Estimated restoration times came and went with little explanation, leaving customers confused and unable to plan for the days ahead. The company set up bottled water distribution stations around town and offered deliveries to households with vulnerable and elderly people. However, this solution did not meet everyone’s expectations. By 1 p.m., water stations battled long lines of cars. One resident said despite requesting a water delivery for three days, he and his parents received nothing and depended on a friend for help.
When issues arise, people may want to calming the chaos and unintentionally place concerns of the public on the back burner. Fostering a preparedness culture can help you focus on the disruption itself, while still keeping customers and employees alike in the loop. Ensure your emergency response plan is updated, your staff is trained, and that resources are accessible to your utility. Keeping employees on the same page, reduces panic and shows your community you have everything under control.
The Take Away
Water crises are unavoidable. In fact, they are affecting more people every day. The question is not if we will face an emergency, but how? To protect the public, we must do it with confidence, compassion, and the knowledge that we did and are doing everything we can.
