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Surviving the flood: teamwork pays off in Des Moines
Author(s) -
McMullen L.D.
Publication year - 1994
Publication title -
journal ‐ american water works association
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.466
H-Index - 74
eISSN - 1551-8833
pISSN - 0003-150X
DOI - 10.1002/j.1551-8833.1994.tb06135.x
Subject(s) - teamwork , flood myth , water utility , levee , service (business) , flooding (psychology) , shut down , business , water supply , operations management , management , engineering , political science , geography , archaeology , psychology , marketing , environmental engineering , law , cartography , economics , psychotherapist , nuclear engineering
L.D. McMullen recounts the hour‐by‐hour drama of how the Des Moines Water Works battled the rising Raccoon River and restored water service to residents last summer. Teamwork and communication saved the day last summer for the Des Moines Water Works. Massive flooding shut down the plant in mid‐July and left 250,000 people without drinking water. The utility had been thought to be safe; 25‐ft levees separated it from the Raccoon River, and the previous record flood level had been 19.5 ft in 1947. Last summer, though, the river crested at nearly 27 ft. Utility employees, their efforts to protect the plant unsuccessful, turned their attention to equipment repair and restoration of service. Utility General Manager L.D. McMullen describes how employees met the stated goal of “seven days to pump; thirty days to drink.” He credits the utility's team structure, regular communication among workers and between the utility and the public, and support from citizens, employees' families, local businesses, and suppliers.