This year I’ve been half time in the Project Office, filling
in for someone on furlough. I had about
a month of very part time training at the start and have basically had the
office to myself since then. Janet worked in the same room on a related role for
nearly six months, but since she left I’ve had to pick up that work too.
Thankfully my boss across the corridor has a good knowledge of my job and a
seemingly endless patience for my seemingly endless questions.
It’s been a challenging eleven months of office work,
especially as I am not the office type. My favourite office is an open deck or
a village or a regional centre. Answering emails and demanding…sorry, politely
but firmly requesting…reports is work I can do, but it is just not me. I found
I can do the work quite well in fact, but it is the sort of work which tires me
rather than inspires me. I’m rather excited to have two half days left before
my office time is done!
Problem is, the person who is returning from furlough is not
returning to this job, meaning the office will be officially vacant as of
Wednesday. As we have oversight and administrative responsibility for around
100 projects and a million dollars in funding, this is a problem. We do not
manage all those projects, but keep an eye on them all. Some take more time,
some take almost none, but responsible management of donors’ money means that
someone needs to be in that office.
The problem is not actually the job, but the general lack of
personnel to fill all the necessary support roles or to allocate to all the
languages wanting translation work done. Most people on the field are already
working more than full time, but somehow we have to cover one more critical
need. Everyone who might be able to do the job is already committed. I won’t
continue on the job as it is time for me to focus on language work again and get
out to other regions. That is the work I’m trained for, inspired by and here to
do.
VITAL has two
complementary projects associated with it and at
least two interns with
separate projects involved. Funding for
printing of their Scripture
publications will also go through
the project office.
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Although I’ve been a reluctant office worker for the year,
escaping to the regions to do language work whenever possible, I’ve also tried
to be a cheerful office worker, so I shall finish my office time by listing
some of the things I have learnt or
appreciated about this role.
Sunniest office in the building: this may seem like a
trivial thing, but I had a view of the mountains surrounding our valley and
enough sunlight to rarely need the room light. I think if I worked in an office
full of cubicles, instead of my sunny room, I really might have gone mad.
Friendly co-workers: not just my patient boss across the
corridor, but a whole corridor of friendly people. The return journey to the
far end of the corridor to get a cuppa could take some time as I stopped to
chat.
Broad knowledge of the work we do here: I’ve been dealing
with project details covering the spectrum of what we do. One email will be
discussing technical details of 4WDs to access projects in difficult to reach
corners of the country, the next will be about font size for printing the New
Testament. A project may be training Nationals from around 100 different
language groups, or renovating our clinic, or buying spare parts for a plane,
or teaching Oral Bible Storytelling as the first step towards translation work.
I’ve seen the beginning, middle and end of translation projects and a range of
support projects. Printed word, recorded word, performed word...and more. After
18 months in the field I suspect I know a lot more about what goes on in the
Branch than some people who’ve been here several years.
We have projects for remote airstrip maintenance, plane
spare
parts and hangar upgrades, as well as a travel subsidy project to
make it
more affordable for language teams to reach their allocations.
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Project managing is hard work: There was one project for which
our office was the official project manager. This meant writing the reports,
balancing the budget, writing the project renewal and all the other associated
paperwork. When I was asking all the other project managers for something by a
certain deadline, I was having to complete the same paperwork for the same
deadline myself. It certainly taught me to have compassion on the people at the
other end of the email.
Emails go to real people: The fact that we live in a small
community means that emails go to real people, not just a faceless names. The
people I communicated with were people who I would meet at the store, sit next
to in church, pass on the road or who live over the back fence and agreed to
feed the cat when I went away. Knowing people kept me polite in emails, as I
still wanted to be friends when we next crossed paths… and for the cat to be
fed.
The cat could feed
herself, but the local
moth and gecko population would suffer.
She’s welcome to
eat as many rats as she
can catch.
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‘Custodial Room’: Politically correct American English for
‘Cleaner’s Cupboard.’ I had no idea what this was when I first read it in a
project proposal and had to ask for an explanation. It is just one example of
the challenges of communicating with colleagues and funders from around the
world. Some nations express themselves very bluntly and I have to remind myself
they’re not being rude, just to the point. Other cultures are always so polite
and formal that I need to remember to respond in kind.
OptimiZation: As PNG is a Commonwealth country, we use
Commonwealth spelling. This means ‘ize’ is out and ‘ise’ is in (optimise). The
same is true for ‘or’ and ‘our’ (flavour) and ‘er’ and ‘re’ (centre). When a
proposal written by a US citizen for a US funder had ‘Optimization’ in the
title, and the most important thing the approval committee could find to
discuss was the ‘z’ I knew the proposal was well written and that people take
these things very personally! For the amount of funding we were applying for, I
was happy to leave the ‘z’. Goodness, at that price you might even convince me
to call it ‘zee’ not ‘zed’!
The NITI generator
house: the new generator cost was split
between two projects.
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I don’t like numbers: Those who knew me in high school will
know that I am capable of doing maths quite well, but my favourite part of year
12 maths was quitting it to do an Arts degree at Uni. That is a decision I’ve
never regretted and one that lead me into translation work. When budget
revision time came up in the office, I was reminded of just how little I enjoy
working with numbers.
Six week rule: In the future, I plan to not agree to any sort of temporary role that lasts more than six weeks unless I am convinced that it is something that suits me well, rather than just something I can do to fill a need, even if that need is critical. Someone may need to remind me of this along the way!