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As an increasing number of councils are sharing their chief executives, Heather Jameson considers some of the issues. There was a time in local government when you knew a council was in trouble when it had to call on neighbouring authorities for help. The practice started when some of the bosses running ‘excellent' councils were called in by the Government to bail out failing counterparts. But now, things have changed. It is not necessarily problems which have made councils keen to share an executive in the top job. As the need for greater efficiency savings bites, the chance to cut ever-growing executive salaries has been just one of the reasons the practice is on the up. A recent IDeA report, based on interviews with those chief executives who have held two posts, found local authorities were willing to share their bosses for a number of reasons. The most common were: * to turn around a failing authority * to cover the sudden loss of a chief executive through illness or dispute * to explore closer working arrangements and shared services. Although in the first instance, the first two reasons were most common, there has been a recent increase in shared chief executives. The report also found there were several considerations which chief executives should take into account before they take on a dual role. They include: * why you are considering the move * HR issues * getting the balance right * members. Why do it? What exactly is in this for both the chief executive – and perhaps directors and the authorities involved? Is this a career move, and is the candidate, or are you, up to the job? For most of the chief executives one talks to, they are keen to sing the praises of the experience – although it is not without its difficulties. It is a huge learning curve for the individual, while both authorities can benefit from working together and sharing their experiences. HR issues The report suggests contracts are sorted out in the beginning. Surprisingly, it seems, some of the chief executives involved didn't sort out the contracts before they took up the post since the arrangement was rushed. What is the deal? Some authorities employed their chief executive and rented him or her out, while others were employed directly by both councils. There is also the option of secondment for a couple of days a week for shorter periods. Starting out There must be a balance of the two councils – each with their own controlling group and opposition groups. Most of the chief executives cite time as the major problem. Tony McArdle, chief executive at Lincolnshire CC, covered two interim jobs while he was in his previous role at Wellingborough BC – North East Derbyshire and South Northamptonshire. ‘Time was a major issue – and I don't mean that lightly'. The report also claims ‘there is a need to manage staff and member expectations of being in two places at once'. Chief executive of Essex CC and Brentwood BC, Joanna Killian, agrees. She tells The MJ there was an issue of ‘visibility' in the district – that people had expected to see the chief executive walking around. For a county, the same isn't necessarily true. Most of the staff are used to not seeing the chief executive. But Mr McArdle didn't find it a problem. ‘There are some chief executives of multi-national conglomerates who can achieve visibility.' The report also warns that chief executives can end up working extra hours, threatening their health and wellbeing. It suggests having a PA on each site, since communication is key to making this work, and encouraging joint working between management teams. However, Mr McArdle suggests the role of a deputy is not necessary. ‘I don't like the title of deputy chief executive,' he says. ‘I can see a time when we move to the system of the chief executive and chief operating officer, as is the case in the private sector.' Most chief executives also chose to have certain days dedicated to each authority – with ‘floating' days in between. Members The report points out that councillors have the final decision on senior appointments – and it is important to recognise that sharing a chief executive is a brave move. Chief executives must make it clear to members what the benefits of a shared post will be for them. Once in post, a chief executive will have to learn to understand the politics of two places – and between both authorities. But the report cautions: ‘You must look after your home authority and relationships with the members, as they are paying your wages and they are the ones you will go back to.' For more details on sharing chief executives, see the IDeA report,

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WHITEHALL

Share and share alike

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