The story of Milwaukee's lead program is a cautionary tale of what can go wrong when leadership falters and community relationships wither. Once hailed as the 'strongest in the nation', the program's spectacular fall from grace has left thousands of children vulnerable to the insidious toxin of lead. This is a story of resilience, rebuilding, and the ongoing struggle to protect Milwaukee's most vulnerable citizens.
In the early 1990s, Milwaukee was at the forefront of the battle against lead poisoning. The city's Health Department, under the leadership of Amy Murphy, had built strong partnerships with community groups and developed innovative strategies to address the issue. The program was a model for the nation, with a focus on education, prevention, and accountability. But as the new millennium dawned, the program's momentum began to wane.
The turning point came with the appointment of new leadership, including Bevan Baker as health commissioner. Baker's resistance to new ideas and his reliance on verbal mandates instead of written orders created a culture of chaos and disarray within the department. The once-vibrant program gradually collapsed, with community relationships withering and the focus shifting away from prevention to crisis management.
The fallout was devastating. Children with elevated lead levels did not receive the proper follow-up, and some were sent back to homes with lead hazards. The program had also stopped providing essential services, such as nursing and lead inspection, to children at the blood-lead level required by the state. The crisis culminated in the forced resignation of Baker and the firing of key employees, including Environmental Health Field Supervisor Richard Gaeta.
The internal problems within the Health Department spilled over into the wider community. Children with elevated lead levels did not receive the proper follow-up, and some were sent back to homes with lead hazards. The program's collapse left a void, with community groups like the Hmong American Friendship Association feeling betrayed and vulnerable children exposed.
In the aftermath of the crisis, the Health Department embarked on a journey of rebuilding and renewal. The new leadership, including Jeanette Kowalik and Michael Totoraitis, sought to restore accountability and strengthen community connections. They championed a Board of Health for oversight and supported a new citywide inspector general position, recognizing the importance of inspectors in writing citations and holding property owners accountable.
The department also focused on enhancing its training and quality-checking processes, leading to a significant increase in citations issued for lead hazards. In 2023, city workers issued only 16 citations related to lead hazards, but by 2025, that number had risen to 160, with 91 making it to court. The citation carries a fine of $949, well below the cost of removing lead hazards, but it represents a step towards greater enforcement.
However, the department faces an immediate challenge: the deadline to spend federal pandemic aid is approaching. The funding, which has been crucial in addressing the lead crisis, is just a fraction of what's needed to match the scale of the problem. The question leaders face is whether the department can sustain or improve its progress, so parents like Amanda Jackson aren't left to navigate their child's lead poisoning alone.
The story of Milwaukee's lead program is a powerful reminder of the importance of leadership, accountability, and community partnerships in addressing public health crises. It is a tale of resilience and the ongoing struggle to protect the most vulnerable among us. As the city continues to rebuild, the hope is that the lessons learned will guide Milwaukee towards a safer, healthier future for its children.
