Trenton Water Works & Infrastructure

Protect Public Ownership, Deliver Safe and Reliable Service

Trenton Water Works must remain publicly owned. It must also become financially stable, professionally managed, and accountable to the people it serves.

Residents deserve safe drinking water, dependable service, accurate bills, and clear information. Restoring trust requires consistent performance, timely infrastructure improvements, and evidence that problems are being resolved.

As mayor, I will protect this public asset while strengthening its operations, finances, and long-term planning.

Protect Public Ownership and Strengthen Accountability

I oppose selling Trenton Water Works. My priority is to make public ownership work through qualified leadership, sound financial management, and reliable service.

I will require clear responsibilities, measurable operating standards, and regular reporting on water quality, staffing, infrastructure, finances, and corrective actions.

I will also strengthen communication with the municipalities TWW serves so concerns are addressed through consistent coordination and shared information.

Build a Qualified and Adequately Staffed Workforce

A water utility needs qualified professionals, sufficient coverage, and continuing training to operate reliably.

I will review vacancies, compensation, recruitment, licensing requirements, and staffing assignments to identify gaps that affect daily operations and regulatory compliance.

My priorities include:

• Recruiting and retaining qualified operators, engineers, maintenance personnel, and customer-service staff.

• Working through the budget and applicable employment processes to improve compensation where it limits recruitment.

• Supporting required licenses, certifications, and continuing education.

• Establishing clear operating procedures, supervisory responsibilities, and succession plans.

• Tracking vacancies, overtime, and staffing coverage to identify operational risks early.

Modernize the Intake and Critical Infrastructure

Reliable water service depends on infrastructure that can withstand winter conditions, equipment failures, and other disruptions.

I will prioritize an engineering-led plan to address intake vulnerability, including ice buildup, intake depth, compressor capacity, and pumping reliability. Proposed improvements will be evaluated for effectiveness, permitting requirements, cost, and construction timelines.

The broader capital plan will prioritize:

• Intake and pump improvements, with dependable backup systems.

• Treatment facilities, electrical systems, and essential building repairs.

• Water mains, valves, and projects addressing stagnant-water risks.

• Storage improvements and system redundancy.

• Preventive maintenance and scheduled equipment replacement.

Projects will have identified funding sources, responsible managers, and public milestones. Emergency repairs must be supported by a long-term plan that reduces recurring failures.

Accelerate Lead-Service-Line Replacement

Replacing lead service lines requires effective outreach, accurate records, and coordination with property owners.

I will strengthen cooperation among TWW, housing and inspections personnel, rental-registration programs, schools, and community organizations to reach homeowners and landlords directly.

My plan includes:

• Using available property and rental-registration records to identify and contact responsible owners.

• Providing clear, multilingual information about eligibility, scheduling, access requirements, and any costs.

• Working with schools and neighborhood partners to distribute information and reach households that have not responded.

• Tracking outreach, scheduled replacements, completed work, and barriers delaying participation.

• Giving residents a clear contact for questions and follow-up.

Renters need information, and property owners need direct communication about the actions required to complete replacement.

Stabilize Finances and Improve Billing

TWW needs a financial plan that supports operations, debt obligations, regulatory compliance, and infrastructure investment.

I will review billing accuracy, outstanding accounts, collections, operating costs, debt, and capital needs. That review will also examine transfers to the city budget and their effect on the utility’s financial condition.

My administration will:

• Improve billing records and resolve errors promptly.

• Strengthen collections while connecting eligible customers with available assistance and payment arrangements.

• Publish understandable information about revenues, expenses, debt, reserves, and capital commitments.

• Evaluate the long-term effects of rate decisions and city transfers.

• Base financial decisions on realistic revenue projections and documented service needs.

Residents deserve to understand how their payments support safe and reliable water service.

Pursue Funding and Manage Projects Responsibly

I will pursue eligible state and federal grants, infrastructure financing, and partnerships with county and municipal governments.

Funding decisions will consider affordability, repayment obligations, project readiness, and opportunities for grants or principal forgiveness where available.

Each major project will have a clear scope, budget, schedule, and accountable project manager. My administration will track contractor performance, delays, and cost changes and report progress publicly.

Make Customer Service and Public Communication Dependable

Residents should be able to get answers about their bills, service interruptions, water-quality notices, and scheduled work.

I will strengthen customer-service staffing, request tracking, and coordination between customer service and operations. Public notices should explain what happened, what customers need to do, and when the next update will be available.

I will also maintain accessible service options for customers who need assistance by telephone or in person.

Meet Standards and Sustain Performance

My administration will establish a corrective action plan that tracks outstanding regulatory requirements, deadlines, responsible personnel, and evidence of completion.

Public reporting will include water-quality testing compliance, staffing, infrastructure milestones, lead-service-line replacement, financial performance, and unresolved corrective actions.

I will work with regulators toward a responsible transition out of direct state oversight once required standards are met and sustained. Any transition must be supported by documented performance and regulatory approval.

Put the Plan Into Action

During my first 100 days, I will begin a comprehensive review of TWW’s operations, finances, staffing, regulatory obligations, and capital projects. Immediate priorities will be identified alongside a phased improvement plan with costs, funding options, and timelines.

GOAL: A financially stable, professionally managed, publicly owned utility that consistently meets applicable drinking-water and operating standards, with the aim of earning a regulator-approved transition out of direct state oversight within my first term.

The measure of success is safe, reliable service sustained over time. Public ownership must come with public accountability..