Here is a simple and clear statement of purpose: SOLACE (the Society of Local Authority Chief Executives and Senior Managers) stands for and stands up for, excellence in leadership.

There is no body more committed to, or more passionate about, driving up the quality of councils' professional leadership.

The Society's mission is to promote and secure the outstanding discharge of public administration, providing support and challenge to the present and future cadres of officer leadership in their pursuit of the highest standards and best outcomes for our communities.

Of course, a society for chief executives is bound to be in favour of such professional leadership, isn't it?  Certainly and unashamedly, yes.  But, our self-belief and commitment are neither irrational nor illogical – let alone venal.

History's cynics tell us that democracy is the least worse form of government because, at its heart, it is a fundamental check and balance

However high and rising an elected politician's approval ratings may be, any tendency to mistake popular support for a mandate to develop a personal power complex will, in a healthy democracy like ours, ultimately be mitigated by the ballot box.

It is not only within the political selection process that such internal regulation is necessary.  Great politicians will articulate a vision for their place – village, town, city, nation, sometimes even the world – that captures the imagination and galvanises the humble citizen – both into support and, often as not, opposition.

What we expect from those we elect is a clear direction to be taken, a passion that drives, and a conviction that persists.  We should not, however, expect them to put all the nuts and bolts into place as well.

I learned some years ago that many before me understood the importance of separating the legislature, judiciary and administration.  Those who ultimately took all three unto themselves tended to be called despots (or worse) and served their people poorly because all they did was serve themselves.

Power corrupts; and absolute power corrupts absolutely.  So, it is timely to remind ourselves of the 1985 Widdecombe Committee which undertook an ‘Inquiry into the conduct of Local Authority Business' and in doing so, greatly influenced the Local Government and Housing Act 1989.

There will be many greater authorities than me on the ins and outs of its findings, but all one really needs to know is two things. 

The first is that it was formally acknowledged that councils were (and still are) principally political bodies.

The second is that the natural consequence of this recognition was the creation of the statutory status, protection and political restriction for key professional (ie non-political) roles.

These all had the role of ensuring that the council was served (administered) by a politically impartial service responsible to the whole body politic.

From that time we have established the role of ‘head of paid service' and, over the intervening period, formed the core of the role of the local authority chief executive.

So, it is with great sadness and concern that SOLACE's members follow the latest developments in places such as Northumberland, Harrow and Guildford – as well as
hearing our sponsoring department's secretary of state continue to deplore our wage levels and worth.

Whatever the real and, I suspect, unreported or even unreportable reasons that lie behind the apparent decisions to disestablish the posts of chief executive in the places mentioned, SOLACE must state that deletion does not make for good governance.

The Society believes that the principles advocated by Widdecombe retain their relevance. 

We see that good government occurs when the best of political and professional leadership combine to be greater than the sum of the parts; and that good governance occurs when vision and its delivery are separated while both being executed to the highest standards.

For too long the debate about chief executives has started – and too often ended – with their cost as opposed to their necessity and value.

We are hardly blind to the cost pressures around us, but the society is keen to conduct a debate about our roles – not on the basis of whether the cash saving will balance the books, but what a healthy democracy needs in order to continue to remain healthy.

Our view is that excellent professional leadership – which is the only kind we advocate – is an investment not a cost.  Guided by their vision and supported by their challenge, leaders and mayors throughout the country are seeing chief executives – and the teams they lead, support and challenge – deliver unprecedented changes and cost reductions.

At SOLACE we firmly believe this symbiotic relationship of leader/mayor chief executive is the future.

Mark Rogers is president of SOLACE and chief executive of Solihull MBC