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DPW warns vacancies and infrastructure costs are straining city operations; water, sewer and storm systems cited
Summary
DPW Director LaScalia told the finance committee the department has 24 full-time vacancies (plus reduced seasonal staffing), is managing extensive capital projects and faces rising costs for water, sewer and solid-waste operations — while Coca‑Cola’s declining local use is lowering water revenue.
Northampton’s Department of Public Works is operating with dozens of vacant positions while managing a multiyear capital program and rising operating costs, Director LaScalia told the finance committee at the FY26 budget continuation. The department reported 24 current full‑time vacancies out of 87 positions and only two seasonal staffers in a group that normally hires about 10 seasonal workers for parks and fields.
LaScalia said the vacancies most frequently affect truck drivers and equipment operators because those roles require commercial driver’s licenses (CDLs) for vehicles over 26,000 pounds and federal motor‑carrier rules, including random drug testing and a prohibition on marijuana, reduce the available labor pool. The combination of few CDL holders and federal requirements is an industry‑wide constraint, he said.
Why it matters: DPW manages critical infrastructure — roughly 150 miles of roads, 85 miles of sidewalks, 38 bridges, more than 10,000 public shade trees, 240 acres of parks and more than 11 miles of bike paths — and LaScalia said staffing shortfalls and equipment needs have increased operational strain and the city’s reliance on contractors for some work.
Enterprise programs and capital projects: LaScalia summarized large enterprise work. The water treatment plant in Williamsburg is currently producing about 2.5 million gallons per day, down from nearly 3 million because Coca‑Cola reduced operations; the wastewater treatment plant treats roughly 5 million gallons per day but surged to 17 million gallons during a heavy rain event last Saturday, LaScalia said. DPW is in phase 2 of a wastewater upgrade project, budgeted at about $20 million, to increase treatment capacity and automation.
Solid waste and stormwater: The transfer station has seen permit sales decline from about 3,300 in FY21 to roughly 2,797 for FY25 to date, while disposal costs per ton have fluctuated widely — from about $79.13/ton in 2019 to over $113/ton last year — creating budget pressure in a ~600k enterprise. The stormwater utility remains funded at $2 million since its creation in 2014; LaScalia noted the city faces a roughly $10 million price tag to replace aging flood‑control engines dating to the 1930s and said the federal BRIC program the city eyed for funding has been canceled.
Operational examples and needs: LaScalia asked the council to consider increased flexibility for lines such as traffic signal maintenance (currently $50,000) and emphasized the city needs redundancy in staff and equipment for sustained snow and storm responses. Councilors asked about sidewalk tractors (two units; both expected operational by next winter) and whether DPW can produce a public schedule of capital paving and sidewalk work once gas‑company coordination is settled.
Ending: LaScalia closed by thanking DPW staff and emphasizing the need to fill vacancies to reduce fatigue and service disruptions; the finance committee recessed deliberations and will take up recommendations at a later council session.
