The chief executives of tomorrow

I've just returned from this year's SOLACE conference in Belfast.

If I were to sum up the event, two things come to mind. First, how Belfast's regeneration has progressed for the good since my last visit some six years ago and second, how gloomy most chief executives are in the face of the current economic crisis.

The talk in the conference hall and in the bars was dominated by the topic, and the feeling among many senior officers was that their organisations would have to become even leaner as the country moves through this difficult phase. Hard decisions would have to be made.

The topic also featured prominently in a round table debate organised by Localgov.co.uk sister title the MJ and the Improvement and Development Agency. The proposition facing those attending was to consider whether the graduates of the National Graduate Development Programme would ultimately be equipped to lead councils in the future.

It was a fascinating discussion involving gradates of the scheme and chief exectuives and a range of issues were covered... the article will be appearing in the MJ and on Loclagov.co.uk shortly.

One point had a lasting effect on me, though. It became clear that the benefits of the NGDP hinge on the organisations which these candidates work for.

It saddened me to hear of 'bed blocking' senior officers who stymie innovation were seemingly not prepared to value those who challenge the status quo. Another participant suggested that some authorities were only interested in taking the views of consultants (at great expense) rather than their own professional teams.

Now I appreciate that this situation will not apply to all authorities, and that aspiring graduates do need to bolster their credibility with the pragmatic skills and experience gained running a service.

But councils must ensure they have strong career development and performance management practices in place if they are going to attract and nurture the brightest and best candidates in the future.