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Two districts this week are the first to launch a national search for a joint chief executive to complete their ambitious shared services programme, reports Michael Burton Two district councils have become the first to begin a national search together for a shared chief executive, following the retirement of the current incumbent. Although there are more than a dozen cases of neighbouring councils sharing chiefs, they have usually occurred when one of the two has left and the position has been merged. This is the first time that two authorities are specifically seeking an external candidate to fill the joint vacancy. The two Devon districts – South Hams and West Devon – have had a tradition of shared management teams for some years, and both have Conservative leaders, although the latter has no overall control. West Devon, led by ex-farmer Cllr James McInnes, has a staff of just 135 and a net budget of £8.5m. South Hams, led by farmer John Tucker, has 437 staff and a net budget of £10m. The process of sharing top jobs began in 2007, when the South Hams chief, Ruth Bagley, who had been in post seven years, moved to head up Slough Council. A decision was made by both full councils to create a joint post. Says Cllr Tucker: ‘It became clear the only option was to have David Incoll [chief at West Devon] as a joint chief. He had worked at South Hams as a solicitor, and was known and respected there by staff. At the time, it would have been difficult to bring in an outsider. Mr Incoll's first challenge was to progress the shared services agenda.' So far, HR, payroll, environmental health, revenues and benefits, legal, housing, strategic planning, community delivery and building control are all shared between the two councils under one head of service. Indeed, one of the revenues and benefits contracts was previously outsourced and brought back in-house, as it was cheaper. The aim is to complete the remainder – finance, environmental services and IT – by next year. Savings of £1.5m across both councils in the last four years are divided 50/50 between the two but, says Cllr McInnes, ‘the two logos are badged up on the services while the back office is one. We need to maintain our identities.' Apart from a joint management team of four directors, there is also a joint steering group of senior members which meets each month. Cllr Tucker says: ‘It's about revenue savings, but each service has to perform to the highest level of the other, and we believe we've increased efficiencies. In revenue and benefits alone, we've saved £300,000 a year across both councils, with an improved 14 day-turnaround in processing benefit applications.' It was Mr Incoll's decision to retire at the end of this year which sparked the leaders' quest for a replacement. Says Cllr McInnes: ‘It would have been easier to ask David to stay on until the May 2011 local elections, but we wanted someone signed up to the shared services agenda in place by then to maintain momentum. After all, 95% of our members agree with it.' Both leaders stress the importance of staff and the need to keep them on board and emphasise that employee savings have been achieved mainly through natural wastage and with minimal redundancies. Cllr McInnes adds: ‘We've tended to take advantage of people leaving. If someone goes, we look at ways of reconfiguring the service. We see it as evolution, rather than revolution, as we have to take members and staff with us.' So, are there special skills required to be a joint chief? Cllr Tucker explains: ‘We need someone who gets on with staff, since a shared services regime relies so much on motivated staff. ‘And they must also show determination and steel to get on with the joint agenda. But we're not exercised by what part of the public or private sectors they come from.' There will certainly be more permanent joint chiefs running joint management teams and services, although the local cultural and political obstacles are obvious. But the Devon leaders also maintain there are obstacles caused nationally. Cllr McInnes says: ‘Accounting and auditing rules are a barrier, as is the inspection regime. ‘It would be a great help if the Government could look at that.'

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