Don't know about the rest of you, but I felt so much relief to know leaders at the Washington County Road Department, criticized publicly for their "systemic leadership problems," are taking a course on how to become ... what else ... leaders.
Yes, it appears that amid resignations and lawsuits within the department, there's finally movement afoot to teach those in charge of building the county's bridges and roads how to lead those in the lower pay grades.
Justice of the Peace Eva Madison, one of the three-member team that investigated three improperly constructed bridges in the county, said one course in proper management techniques won't be enough to resolve the ingrained poor leadership. "We can't send a few managers to training and expect things to be better," she's quoted as saying.
Oh, Eva, why embrace the cynical when denial is so much more enjoyable?
If these sessions are successful and Madison is proved wrong, no more will the worker bees of our road department hear possible arrogant refrains from their bosses the likes of: "'Cause that's just how we've always done it, so quit askin' stupid questions !"
I suspect future conversations between the newly trained leaders and their charges might even go something like, "Say Darrell, what do you think we should do to get this bridge put together properly and efficiently? We're on the same team. I value your experience and opinion, so please feel free to speak openly with no fear of political reprisal."
Why, I won't be surprised if things could get downright John Lennon-like. Wait, wait. Try to imagine the lilting refrain to a previously contentious department's revised imaginary theme song:
"Imagine there's no hubris. It's easy if you try. No water 'neath us, above us only sky. Imagine all us workers, working for today. You may say we're road men, but we're not the only ones. We hope one day you'll join us, and bridges never come undone.
"Imagine spans with rebar. It isn't hard to do. Nothing to sue or quit from, no bad language too. No cause for greed or shaming, and no ignoring you. Imagine all our workers building a bridge in peace. You may say we're all dreamers, but we're not the only ones. We hope someday you'll join us and the department works as one ..."
OK, enough imaginings. There is another "systemic" dilemma relating to the bridges.
A fourth request for a state or regional investigation into the bridges of Washington County wound up being turned down the other day. This time, state auditors said they couldn't examine costs related to the faulty bridge construction because any audit needs detailed records and Washington County, well, doesn't have enough detailed project-spending documents.
The latest denial means the only investigation into why steel was not installed properly, or engineers' plans were ignored in building three bridges, came from two members of Washington County's government and one private consultant.
Democratic state Sen. Uvalde Lindsey of Fayetteville, among my favorites for his common sense and cognizance, initially suggested conducting a state audit as the professional and duly diligent way to handle a probe. Good idea. But that was before he and others realized the county doesn't bother tracking expenditures for each particular project.
While making no accusations of wrongdoing, Lindsey explained county revenues instead are poured into one pot from which all bills are paid; that's where specific accountability ends. Lindsey told a reporter that in a better system, the county would buy and inventory materials, then note when material gets taken from inventory and for which project.
He said he's disappointed the county doesn't have the necessary documentation, as proving county-built projects are cheaper than those by private contractors is impossible without specific invoices. While the county does routinely pass its wider, general state audits, he said there's no way now to tell how much was spent on rebar, concrete or other materials.
The bottom line, as I see things, is that rapidly growing Washington County today has at least three improperly constructed bridges because of miscommunication, arrogance and a failure to follow engineer directions. Meanwhile, the public who pays for it all can't find out how much was spent on this fiasco because the necessary records are not maintained.
The county doesn't even note the expenses involved when plans are changed and costs increase as a result. In private business, this process is known as change orders and if those are examined closely and regularly, the costs for any project can soar well beyond the original estimate. Change orders historically have proven a great technique for inflating project costs.
Those footing bridge bills in Washington County only know it's only a matter of tens of thousands over here and another dozen thousand over yonder. 'Scuse me, please. I believe I'm sensing the onset of debilitating pains behind my eyes.
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Mike Masterson's column appears regularly in the Arkansas Democrat-Gazette. Email him at [email protected].
Editorial on 05/19/2015