Who said engineers can't also be writers?
Frank Sultana, a civil engineer with 45 years' experience in local government, has penned a loving and tongue-in-cheek poem about his time in the job, reminiscing on watershed moments in local government history like the introduction of new departments, amalgamations, and the rise of asset management.
Enjoy!
Local Government: A Historical Perspective I started out in local government a young, green engineerLooking for excitement with nothing to fear.The industry was far more innocent then, it’s trueOnly roads, rates and rubbish were in play – nothing new.I progressed to becoming one head of a two-headed beastOnly two departments, simple to say the least.The clerk/secretary had the job of collecting the money, you seeAnd the engineer’s job was to spend it which he did with glee.Then planning expanded and community services made the sceneAnd we had to ensure that the environment was kept green.Marketing and economical development also came alongAnd corporate services exploded and became real strong.Asset management became important as we worried about the “Gap”A lot harder in those earlier days because we didn’t have an app.We had to collect all sorts of data for roads, buildings, bridges and drainage pitsIt was enough to give one the absolute and utter ----- (irates).And then amalgamations hit, 211 councils reduced down to 78The industry was in turmoil, officers anxious about their fate.With CCT included to make sure certain noses were not added to the troughWhile federal and state governments ensured that their services were fobbed off.Councillors of course continued to steer the great shipRepresenting the community, ensuring policies and standards didn’t slip.And coming up with ideas that only they knowCareful that they couldn’t be accused of putting on a show.CEOs ensured that the organisations beared their markRestructures, realignments, regroups, the impacts often stark.It had to be done for efficiency and effectiveness and anything that moves
“The beatings shall continue until morale improves.”Managers had to demand that staff knew what to doDeadlines had to be met and all things followed through.And enhancing their skills and bonding as a teamEnduring those “love in” development sessions to fulfil the dream.Meetings, meetings, bloody meetings, increased and became absurdWaiting till midnight at the council meeting for your report to be heard.And scrutinising every line in the budget, to produce a thing of great prideWhile I kept telling the accountants, “The budget is only a guide!”And the council plan was the Bible that had to be obeyedThis is where the council ensures that the community’s priorities are made.Policies must be carefully considered and developed with the plan in mindBut can be amended at the next council meeting if so inclined.Those thousands of customer requests – don’t call them complaintsHave to be answered within days to ensure a rosy picture it paints.I often thought how much simpler it would all seemIf we could somehow remove the customer from the scene.Thinking about it all, “Quo Vadis!” we cry, “Where to from here?”Is the future looking up or do we have much to fear?“The work must continue for the sake of the community” cry the mob“Just don’t drown us in regulations and let us get on with the job!”My life in local government has now come to the end of its runFor over 45 years it was good to me and regrets I have none.I hopefully managed to get more things right than wrongWhile a thick skin and a sense of humour saved me from the throng.I had some highs and lows along the way and did the hard yardsBut on reflection, it’s now time to recall all my business cards.I’ve enjoyed the constant entertainment and I can tell you thisIt’s not the work but rather the people that I’ll truly miss.The Poet Laundrette(aka Frank Sultana)
About the author
Frank Sultana is a qualified civil engineer, municipal engineer and building surveyor who had a career of 45 years working in local government, mostly at senior management level and later as a consultant.
Frank worked for numerous councils large and small, city and rural. His experience covered the strategic planning and operation issues associated with the management of services and assets including engineering infrastructure, traffic management, town planning and building control, contracts, local laws, waste management, environmental management, parks and gardens and emergency management.