Tougher at the top is the latest Audit Commission report, issued in July. The document examines changes in the labour market for single-tier and county council chief executives, and it comes to three key conclusions:
l turnover rates have increased because the job is more pressured
l recruitment sources have changed, as the nature of the job has changed
l salaries have increased, due to increased competition for candidates.
The report identifies some of the leadership challenges and changes in recent years which have created a far more demanding job.
Chief executives find themselves sandwiched on a regular basis between public, political, professional and media debate and contention, with an accelerated rate of change and blizzard of new initiatives and views.
The qualities and skills needed to get the job done, while balancing competing demands and respecting the democratic process, is as a result restricting the career interest of many.
In addition, increasing demands and fast pace, are leading to a rise in casualties where chief executives and others are unable to live up to, or indeed, have the practical ability to meet expectations.
It is surprising just how many of these new initiatives fall on district and borough councils, which are disproportionately affected on one hand, by diminishing resources – CSR07 and grants, for example – but also by the need to achieve 3% efficiency savings, year on year. The latter is perhaps the most unfair, as it fails to recognise savings made before the introduction of Gershon.
It seems to me that there remains too much direction, coupled with too many restrictions and hurdles from central government, accompanied by a disclaimer and abdication of responsibility when things become challenging.
As soon as high-profile challenges arise as a result of central government policies, guidance or direction, all too often, the emphasis is on local councils to determine how best to decide priorities, or deploy resources. A recent example is where we have been actively encouraged – and some lucky councils funded – to invest in CCTV and other surveillance. Having done so and detected fraud, fly-tipping, or other similar crimes, we are accused of ‘snooping’ and misusing our powers.
Without doubt, it is tougher at the top, and this is unlikely to change in the foreseeable future.
But, would current chief executives find a different job as varied, interesting or rewarding in the long term? I doubt it very much, and perhaps that’s why there remains a core of long-serving and new successful chief executives.
Stephen Weigel is chief executive of Tandridge DC
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