The Director of Works & Services at WA’s City of Mandurah explains why a public works career is one of lifelong learning.

By Brian McCormack

Allan Claydon rose through the ranks from a cadet with Main Roads WA to Director of Works & Services at WA’s City of Mandurah. Named WA Professional Engineer of the Year by Engineers Australia in 2010, he explains why a public works career is one of lifelong learning.

What got you into the public works sector?
I dreamt of being an architect at school, but the lure of steady pay propelled me into a cadetship with Main Roads WA in 1973. Luckily I gleaned some useful knowledge, and after my cadetship I found qualified engineers were seeking my advice. So I figured if I could teach things like bridge hydrology to guys earning a lot more than me, maybe I could do better. Eventually I got a job with the City of Stirling and was amazed at the opportunities local government provided for professional development while also serving a community. I loved the public works environment and began doing an engineering degree part time.

Where did your career take you after that?
Way up to Broome initially – as an apprehensive shire engineer. I had just qualified and was after diversity. Boy, did I find it! Broome was booming and I was a one man band. By necessity, I became a jack of all trades – even to the extent of bidding on subdivisional developments to raise council revenue! Council wanted to be in the game, so we went head to head with private contractors. It was nerve wracking because I had public money on the line. But it taught me about accountability, which is so vitally important in public works. Anyway, Broome was an excellent experience, and not just professionally, because I met my wife there and headed back south after six years, with kids in tow!

What happened back in Perth?
Mandurah took me on, and I’ve been here 20 years – five as City Engineer and the past 15 as Director of Works and Services. It was a bigger pond, but highly stimulating, with dozens of professions on board. I loved the learning curve, and sensed that to succeed in local government you had to be a generalist rather than a specialist. That spurred me into more post graduate study in business, engineering and transport, plus a Masters in Engineering Management. I also did a Company Directors course with the Australian Institute of Company Directors, because with 140 employees and an overall budget of about $130 million, this Directorate is much like a mid-size business – but perhaps even more complicated, due to the diversity of assets and services.

What have been your proudest achievements?
There are many. Obviously I was honoured by the WA Professional Engineer Award in 2010. But less formally, I take pride in our first class infrastructure. When I drive down a lovely tree lined avenue or see kids playing on a pristine footy field, I think “Wow, we did that!” In fact, that’s true reward for an engineer – knowing that what you create will remain a legacy to your effort. I also take pride in the culture and professional growth opportunities we’ve created. If someone develops their career here and then leaves for a job elsewhere, I see it as a feather in our cap because we’ve helped them gain skills that will continue to sustain the public works profession. And if they come back, as often happens, they usually return with enriched skills.

You gave a “Rising through the Ranks” presentation recently. Can you elaborate?
Yes, at the IPWEA WA State Conference, and I said engineers should ensure they weren’t pigeonholed too early in their careers. That can happen in private industry, but it’s far less likely in public works, where the scope is wider and the skills more portable. I also urged young engineers to gain “bush” experience early on because the multi-discipline lessons would be invaluable later. Needless to say, as a staunch IPWEA member and past office bearer, I also pushed IPWEA membership. I stressed that the networking, conferences and education resources were vital to a career path, because anyone wanting to progress professionally in public works can’t be isolated. •••

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