Member Spotlight: Newark Department of Water and Sewer Utilities

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In a conference room in the heart of Newark, Mayor Ras J. Baraka addressed his constituents and the press at the start of the City’s efforts to remedy lead exceedances in part of its water system.

“The Director’s position is going to have some hard shoes to fill." Little did then Assistant Director of Newark Department of Water and Sewer Utilities Kareem Adeem know that destiny was tapping on his shoulder, poised to usher in a new era of leadership. As he glanced over his shoulder, expecting someone else, a wave of relief washed over him, and he thought, "Wow, I'm glad that's not me!”

However, fate had other plans. With curiosity, Kareem pondered aloud, "I'm sure it's not me, right?" To his surprise, no one stood behind him. The mayor's words cut through the air, breaking the silence, "Kareem, you are the one." Instantly, a whirlwind of emotions flooded Kareem – excitement, stress, and a sense of unreality. It was a defining moment that would set him on a path to transforming Newark.

It’s been four years since that unexpected revelation. Today, the Newark Department of Water and Sewer Utilities is one of the nation's largest publicly owned and operated water providers. It delivers over 80 million gallons of pristine drinking water daily, serving approximately 400,000 residents and various industrial and commercial facilities that rely on Newark for their water supply.

Committed to safeguarding its vast assets, the Department ensures the integrity of its water infrastructure and distribution system, including an extensive network of 500 miles of distribution mains and pipelines, ranging from 4-inch to 60-inch diameters, along with over 5,000 hydrants, 10,000 control valves, and 80 miles of transmission aqueducts. This expansive system traverses three counties, 23 municipalities, the Pequannock Watershed, Pequannock Water Treatment Plant, five reservoirs with nine dams, six-outlet structures, and 64 square miles of woodland.

This month, Association of Metropolitan Water Agencies (AMWA) Director of Communications and Utility Management Programs Antoinette Barber and Marketing and Events Coordinator Wingel Caburian spoke with Director Kareem Adeem to discuss his extraordinary journey of revitalizing Newark one lead service line at a time. Mr. Adeem unveils the keys to the success of their lead service line replacement project, crediting commitment from local leadership, funding, partnerships, and effective communication. He also sheds light on the workforce development initiatives and opportunities for the city's residents through the LSL replacements.

Pulitzer finalist, journalist, and author Mark Di Ionno , now the Newark Water & Sewer Utility’s Communication Director, joined them to add insight into Newark’s lead service line replacement journey.

The Journey

As a fourth-generation Newarker, Kareem Adeem embarked on his career journey in 1991, starting as a laborer in the Department of Engineering. With unwavering dedication, he ascended the ranks, eventually becoming Superintendent of Maintenance Operations for the Water and Sewer Utility and Assistant Director before Mayor Baraka named him Director in 2019.

“This kind of work is important to me because I can see the immediate impact,” affirmed Adeem. “I can feel it too, especially since my family and I still live here.”

As Director, Adeem spearheaded significant improvements. Notably, Newark completed a massive infrastructure project – replacing 23,000 lead service lines within a remarkable three-year span, projected to take ten years. This achievement set a precedent as the swiftest, most efficient, and most effective lead line removal and replacement project, all without burdening residents with capital outlay, taxes, or immediate water rate hikes.

"It's a point of pride for me to lead these improvements in the city where I was born and raised," Adeem asserted.

Several things occurred to help facilitate the process.

The first was state legislation allowing public funds to be used on private property, for the expressed purpose of Newark’s lead-service line replacement program. The next critical step was municipal legislation allowing the city to access private property without the owner’s consent. As 75 percent of the residents in Newark rent homes, the legislation was crucial to avoid tracking down landlords, which can be time-consuming and difficult because many rental properties are owned by out of town LLCs. This allowed the city to take a block-by-block approach to fixing the problem, moving all the necessary equipment to one end of the street and proceeding house-by-house.???

Perhaps the most critical element of the undertaking was securing a $120 million bond from Essex County, NJ, with the aid and support of County Executive Joseph N. DiVincenzo, Jr., Governor Phil Murphy, and Mayor Baraka. The infusion of funds helped to accelerate the timeline and allowed the City to make lead service line replacement free and mandatory for every home in Newark. This shift was undertaken without imposing costs on residents, underscoring Newark's unwavering commitment to its populace.

Adeem also accentuated the importance of transparent communication, reassuring residents that the project's sole focus was lead line replacement, devoid of ulterior code enforcement motives. This forthrightness cultivated a foundation of trust, essential for the project's success.

"We wanted them to understand that our sole focus was replacing lead service lines with no underlying agenda. That's how we forged trust," Adeem affirmed.

Adeem stresses the importance of showing up and being transparent. Even during Newark's first rate increase since 2005, the flow of public information remained uninterrupted. Sharing positive and negative data was pivotal, signifying a commitment to transparency, including revealing unfavorable data and issues, to address challenges. For example, the water department held community meetings to build trust. Active listening, follow-ups, and honest promises were crucial.

“While it means that not everyone will give you a warm reception, you still have to continue to put the information out there,” said Adeem. “We aim to maintain open lines of communication and consistent follow-ups with everyone involved."

The process has not been free from controversy or detractors. There have been unfavorable, if not unfair, reports from the press and others about the Water Department and its efforts.

“Kareem was out front. He was the one knocking on the door. He was the person that took the hits, but he’s also the person people trusted,” said Di Ionno.

Investing in the Workforce

The Water Department provides more than water services. It is an integral part of the community that offers economic opportunities and vitality to its citizens. To aid in lead service line replacement efforts and bring in new workers, the City of Newark partnered with a local union. As a new generation enters the water and wastewater workforce, Adeem emphasizes the importance of attracting and retaining good employees, given the fluid nature of staff movement between utilities. “It’s important to share success stories with people," Adeem said.

One of the initiatives Newark undertook was a partnership with a vocational school, initiating plumbing apprenticeship classes. The goal was to equip residents with essential skills, fostering a diverse and capable workforce.

"We seek individuals who reflect our community's diversity," he elaborated. "We approached unions, expressing our intent to bring 40 or 50 unemployed individuals on board. We focused on inclusivity, ensuring participants mirror the city's demographics."

Addressing potential hurdles like long commute times, Newark devised creative solutions. When union halls or training centers were considerably distant, the system arranged transportation. Newark also provided or delivered lunches daily, cementing Newark's commitment to its workforce's well-being.

Moreover, Mr. Adeem stresses the importance of visibility inside and outside the utility. “I’m not doing it for a photo opportunity,” said Adeem. “I go on-site visits every morning for a few hours because I not only love it but because I want them to know my face to know who I am, so they can approach me when needed.”

Cultivating Grassroots Connections

A focal point of Newark's transformation was its alliance with grassroots organizations, such as the ICC, Clean Water Action, South Ward Environmental Alliance, Newark’s People’s Assembly and the Department of Affirmative Action and Workforce Development. These partnerships propelled local businesses, particularly those owned by African Americans and Latinos, to act. The result was an inclusive revitalization that uplifted the entire community.

Additionally, the utility collaborated with Invest Newark, guiding local businesses toward essential certifications. Through door-to-door campaigns, resource allocation, and education, Newark's community united in its cause. "Newark thrives on grassroots connections – there's an interconnectedness throughout the city," Kareem mused. “Did you know that the water department is called the UN?” mused Adeem. That moniker stemmed from a campaign that focused on cultural competency to ensure that citizens, with a roughly 30 percent immigrant population, can connect with someone in the over 30 languages spoken in the community.

“It’s important for us to have staff that speak different languages because it helps us build connections with the population,” said Adeem. “For example, we send out staff that can speak Mandarin to a heavily Chinese population or Portuguese to a heavily Brazilian population. This measure creates a strong connection with the community.”

As the sun sets over Newark, it illuminates a city that, beyond lead service line replacement, has forged a unified, brighter future. At the heart of this transformation stands Kareem, a visionary leader who seized an unexpected opportunity and transformed it into a catalyst for change. When Kareem looked back in the conference room and heard Mayor Baraka call his name, he realized he was the person needed for his hometown at that moment, and he did not let them down. He remained truthful to his word by removing the bureaucratic red tape, holding himself and others accountable, and getting the job done.

"We're not only altering lead services but also changing lives and for future generations," Adeem reflected.

************************************************************************************************************ Newark Department of Water and Sewer Utilities Director Kareem Adeem, along with an expert panel, including James G Mueller, P.E. , Executive Director, PASSAIC VALLEY WATER COMMISSION , Will Pickering , CEO, Pittsburgh Water , and Christine A. Ballard, P.E. , Client Service Leader, CDM Smith , will present more innovative strategies for planning and paying for lead service line replacements at the 2023 Executive Management Conference, San Diego, Calif., October 24.