Early in 1955, the city moved to create a separate Water Supply and Sewage Treatment Department, which had been a division of the Service Department. The change, recommended by City Manager E.N. Smith on January 18, was approved by the commission on February 1, taking effect February 26, 1955. Smith reported that the change was made because the jobs of water supply and sewage treatment had become major city functions. Hess, who had served as water supply chief and one of the few city employees to have won a top rating merit pay raise, was named department head. According to the Eagle on January 18, the change paralleled "community forces on the chief problem. City officials, business leaders and citizens in general have listed water as Wichita's chief problem and sewage disposal as second." The new department would include both functions.

At the same time other important steps occurred in the city government. In late 1954, City Attorney Aley and Robert Morton, the special water counsel, expressed concern over the many legal attacks upon the city. They called on the city to take some remedial action, and "Thus, the alarm was sounded." (Corbin, 1972). A need was seen to involve the entire community in the effort, especially if the commission was to be persuaded to act, so the two elicited the support of Boeing Vice-President L. Earl Schaefer. He agreed to join their efforts and persuaded officials to invite 25 industrial and business leaders to discuss the best course of action.

A.E. Howse, a prominent local businessman and a close friend of Schaefer, who recognized the need for action in the water crisis, was invited to the meeting. Many saw him as a logical candidate for U.S. Senate or governor, and perceived the water crisis in Wichita initially as a stepping stone for Howse's political ambitions. As it turned out, the issue became much too controversial for any large political advantage. Once Howse was informed of the meeting he approached Schaefer with his interest in being named chairman of a community committee which would study the issue and recommend action to the City Commission. Schaefer supported him for such a role, and city officials indicated he would be accepted.

Once Howse was given the leadership informally, he immediately began to move. He talked to the editors of both the Eagle and the Beacon to convince them of the critical need for a water program in the city, and to emphasize the importance of media's support if the program was to be successful. He received it, and over the next several years the papers continued their strong support, a crucial ingredient in influencing public opinion. Once the foundation was established, Howse drafted an initial letter, signed by Mayor Donnell, inviting himself to assume the leadership of the special committee. He not only was able to gain legitimacy in his role, but he also created publicity for his cause.

Howse was a catalyst for much of the city's actions from that point on. He clearly understood the need to generate public interest and awareness of the water problem and arranged to gain a position of power, with support of the image makers, to implement his plans for a long-range water program for the city. Howse believed the City Commission needed to have the "courage to place all of the various elements of the plan into effect," but he also realized the adoption of such a plan would "require radical readjustment within the community and complete reversal of the provincial points of view which had previously prevailed locally." (Howse, 1962). He took that attitude with him as he was given charge of the committee which he used for legitimacy and to gain support for his long range plans.

The Donnell letter, written by Howse on January 14, 1955, "expressed his concern over the many difficult and complex problems arising from the rapid growth of the city." He went on to state that, in his opinion, "The problems were of such a serious nature as to require the united effort of the entire community, since the future growth of the city would depend in direct measure upon the wisdom and foresight exercised in their solution." Because of the issue Wichita faced, Donnell asked Howse, who had a long background of public service, "to form a mayor's advisory committee comprised of the best brains available from the city at large and comprising the widest possible representation of the various interests in the community." (Mayor's Advisory Committee Water Report).

The group would study the water situation and advise the city. It would have a permanent office at City Hall and secretarial service, but would serve without pay or any official governmental status, and would be completely independent. Howse agreed to the request on January 22, and on February 1, 1955, the Mayor's Advisory Committee (MAC) was formed, with 150 members from numerous racial, religious, business, labor and civic organizations, with a 25-member steering committee, and a 12-member executive committee, with Howse as chairman. The committee acted rapidly through February and on March 15, 1955, submitted a formal report to the commission. Numerous public hearings were held to hear all views. The final report outlined a comprehensive long-range water plan for the city, with some 50 specific recommendations, including the completion of the 66-inch pipeline to the Equus Beds and immediately developing the Cheney Reservoir on the north fork of the Ninnescah River. The economic and political factors outlining purchase of the Water Company which were also discussed, claimed there was "no alternative to municipal ownership." (MAC Water Report). "It has been obvious," the report declared, "that the most complex and difficult problem facing the city today is the critical shortage of good water." The speed with which the report was made indicates the significant role Howse played. In fact, he dominated the committee. Corbin wrote of the situation, "His absolute domination and control of the committee emphasizes the failure of the group concept to account adequately for the impact leadership has on group activities." Only through such a powerful driving force could the committee of 150 have completed its work in such a short period. (Corbin, 1972).

Receiving the report, the City Commission took no official action on it except to award a contract for the new 66-inch pipeline. As a result, Howse resigned his post as chairman, expressing his concern over the inaction by the City Commission. Along with two others, he was elected on April 5, 1955, to the City Commission and was "pledged to the development of a long-range water program." (Howse, 1962). Claude DeVorss became the new mayor on April 12,1955. The commission met on the 19th with the local members of the state legislature and discussed potential solutions.