Title

CHIEF EXECUTIVES

A Faer Point

Following last week’s by-election results, Martin Tucker ponders the electoral changing of the guard that underpins our democratic local government system.

Last week's by-election results got me pondering the electoral changing of the guard that underpins our democratic local government system.

In some areas, there's often a fine balance of political representation, meaning that change is a familiar experience and the organisation is well-drilled in the process of handover. In others, of course, administrations last for decades...until all of a sudden, they don't.

In either case, the chief executive of the local authority must act as an impartial public servant, who supports the council through the transition and helps it arrive at the new normal. But this is a significant responsibility, and – even if change is long-anticipated – sometimes difficult to prepare for.

What can we do to support chief executives (and aspirant chief executives) with this part of their role? What are the critical success factors for a smooth and universally endorsed change of administration? And what might be the risks of becoming too closely identified – fairly or unfairly – with the outgoing group?

Last October the Local Government Association and Solace launched the first local government chief executives' development framework – a ‘how to' handbook for this complex role. It defines seven core themes of the professional curriculum, including politics and the political interface, and it's interesting to note that there's a strong strand of openness and inclusion in its guidance.

It advises open channels of communication not only with all group leaders, but also MPs and other local political actors. Moreover, it recommends regular meetings of the core officer group to discuss the current local political landscape, as well as the dynamics within and between parties.

While this is sometimes easier said than done, last week's events in Wellingborough and Kingswood remind us that it would be unwise to neglect the important role that a chief executive plays in developing a healthy culture of political engagement right across a local authority.

Martin Tucker is managing director at Faerfield

CHIEF EXECUTIVES

DCN is 'punching above its weight'

By Martin Ford | 08 October 2025

As Sam Chapman-Allen’s tenure as chair of the District Councils’ Network (DCN) comes to an end, he talks to Martin Ford about his time in the hotseat

CHIEF EXECUTIVES

Time to step up the pace

By Heather Jameson | 08 October 2025

Heather Jameson canvasses sector experts’ views on the New Towns Taskforce report, and finds a high level of support for a document that ‘doesn’t pull its pu...

CHIEF EXECUTIVES

Delivering on the growth imperative

By Heather Jameson | 08 October 2025

Chair of the New Towns Taskforce Sir Michael Lyons tells Heather Jameson that while he is positive about the dual challenge of housebuilding and economic gro...

CHIEF EXECUTIVES

Growing London benefits everyone

By Antonia Jennings | 07 October 2025

London must not be ignored as the Government focuses on spreading devolution across England – for the good of the whole country, writes Antonia Jennings.

Popular articles by Martin Tucker