After a lifetime of working in the streets of Whanganui former council worker Stewart Gray remembers the people who shared his vocation.
Twice weekly, sometime in 1952, I attended Miss Hilton's Kindergarten at St Peter's Church.
One day, while walking alone, when I approached the building, I observed a group of Council workmen near the church's lych gate. Among them was my father. Abandoning my usual reserve I announced my father's presence to a nearby woman. I remember the adult amusement when she told him of my reaction. I guess I felt I had reason to be proud and excited that he was part of a group of workers doing stuff in the wider world.
Sixty-seven years later, two or three months ago, at St Andrew's Church, while giving a Founders' Society promoted lecture as part of Heritage Month, a local historian, in a gratuitous attempt at humour, presented a photograph taken in the early part of last century (staged, I think), of council workers obviously shirking on the job. Amid laughter, "Some things," he said, "never change." The audience enjoyed the joke. The man behind me shrieked his approval. Decorum demanded I temper my response. I remained silent.
That representation of the council worker is one I challenge. I have a more positive impression, because as a child growing up in the 50s I got to know many. Among them were some clever and able people whose array of abilities were born of various life experiences. They endured the rigours of the 1930s depression and some, the experience of World War II. Sometimes their work habits may not have borne scrutiny but you can be assured they did the work as well. Dirty work sometimes, above and below the ground, maintaining services and establishing infrastructure. They interacted with the community and a few died as a result of accidents on the job, four in my father's time. The value of their work was not glorified in the boast of any CV, but in the performance of functional duties.
Although people from that era had been through some hard times, genteel conventions were still evident. This meant that on the job street gangs could expect householders to offer morning tea which was, occasionally, I think, (I know) accepted more than once in the course of a morning. Job work sites were run by the leading hand with little foreman intervention (their role was more organisational) and work level performances were usually achieved without the stricture of time or confined by unnecessary managerial edict. It was a system that allowed for the expression of individual skills but depended on the competency of the leading hand.
The apparent casualness of such an approach often disguised its achievements. An element of that approach is probably in the tomes of today's theoretical management manuals.