Running one council would, for most people, seem tough enough. So taking on two really is the domain of the brave.

But that is exactly what David Incoll, chief executive of West Devon BC and now interim chief executive for South Hams DC, has taken on.

This follows months of examining councils across Devon, including the counties, towns and parishes, looking at the shared services agenda affecting the whole country, and then examining how Devon can make savings.

As soon as South Hams knew it would be losing chief executive Ruth Bagley to Slough, both councils looked at all the options on the table and what would be the best move for the area.

The appointment of one chief executive was the perceived best result. And, so far, the outcome has been entirely positive.

‘This year is probably the hardest budget process for local government, with the expected Comprehensive Spending Review,' David says. ‘We live in an increasingly-competitive world, where people want quality, but provided as economically as possible. So the challenge is about raising quality of services but delivering them at a lower cost.'

The move to bring the two councils together, alongside increased working with Teignbridge DC, seemed a natural development to make, with many similarities between the local authorities. Both cover large geographical areas, both attract lots of tourists, and both have agricultural problems. By working together, the councils are learning from each other and sharing good practice. The busy chief executive is under no illusion about joint working and the future impact this will have on staffing levels. ‘We have to say the whole shared agenda will eventually lead to fewer jobs. This is evident everywhere,' he says. ‘But at least the way we are working allows us to have control over this, rather than having it done to us.'

David explains that the issue in Devon is a strange one.

On one hand, the authority needs to reduce certain posts, but it also has increasing problems in recruiting for other positions.

Where possible, the councils will provide ongoing training for current staff members, relocation if possible, and seek areas where they can build on career prospects rather than just seeking redundancies.

‘There are many pressures in the South West, but it's a question of coming up with solutions. It's fascinating to be in this post, and an education to see two different local authorities working. It's a good place to if you are an opportunist,' he adds, enthusiastically.

David is now coming to the end of his second month in the post after 10 years as chief executive for West Devon.

The appointment is for an initial nine months, during which he is subjected to ‘three-monthly Alan Sugar moments' where the members ‘see if I've done enough to stay in the post'.

The decision to combine both chief executive posts coincided with the election of two new councils, when many people from the private sector were elected, the outcome being that they wanted to see a more business-like approach to running the councils.

Universal problems to address, according to David are low wages, high house prices, and the types of business being attracted to the area.

‘There is a pressure on me to deliver, and I want to show we are responsive and able to do so. We need a new way to deliver affordable housing. South Hams has an excellent reputation in this area, so West Devon can follow its lead. We currently mainly attract IT businesses into the area, so we need to see how we can encourage others.'

It is early days in this hectic new world for David, but he is firing on all cylinders and confident that, with the backing of his two councils, he can bring about changes needed in the area.

‘The new post has been well received,' he says. ‘And we're also setting a good example by starting at the top of the organisation to show efficiency can be achieved through joined-up working.'