WHEN someone is on a salary of £180,000 a year or thereabouts, it is probably a fair bet to assume they might know what they are doing.

Or at least have a level of experience and skill commensurate with that sizeable sum.

From all accounts, the new chief executive of the soon-to-be Bournemouth, Christchurch and Poole council fits the bill - no pun intended obviously.

He has an impressive CV and to use the sort of language very rarely uttered in a newsroom, is an enabler and engager. These things are apparently important although I don’t know what they mean to be honest.

Indeed in significant part, this was why he was hired. Along with the firm belief among some local politicians that a new face and a fresh start was needed at the new authority.

Mr Farrant comes to BCP from his post as chief executive of the Land Registry and before that, the same position at Thurrock Council.

He ticked all the boxes, according to one town hall insider, to be able to introduce a 21st century approach to management.

He is clearly not someone who would respond well, if it at all, to what might be described as a political command and control system. He is also obviously his own man.

This may or may not be one of the reasons that the Bournemouth councillors on the appointments panel, including the current leader John Beesley, his able deputy Nicola Greene and their colleague David d’Orton-Gibson did not back Mr Farrant.

They wanted their own candidate, managing director, Jane Portman, who is now on her merry way, possibly to spend more time with her money.

They may simply have felt that Ms Portman, appointed by Cllr Beesley two years after the sudden departure of Tony Williams, was a better candidate. Whatever the reason, they were apparently left incandescent at being outvoted by the non-Bournemouth councillors.

Mr Farrant will doubtless take all this in his stride, as he will the challenge of bringing the three constituent authorities together, not least Poole and Christchurch which both still see this as more of a takeover than a merger.

To go back to the very basics of public affairs, the elected councillors make the political decisions and set the strategy, paid officers advise, execute and run the organisation.

They do not interfere in politics and politicians (especially council leaders) do not meddle in the administration.

At least that’s the theory. As in most walks of life, the relationship dynamics in politics are critical - perhaps even more so and that of the chief executive and leader is key.

Some councils are officer-led and some- member-led. Mr Farrant appears to be perfectly equipped to ensure the new council has a collegiate, open, transparent and accountable approach to leadership. That can be the only way to make this a success.

n I may be a highly paid newspaper executive (note the breach of Article 1 of the editors code of practice here), but as an ardent remainer, I can’t help but be enraged by some of the words and actions of the arch Brexiteer ideologues who are happy for us to crash out of the EU with no deal.

I was incensed to hear Jacob Rees-Mogg boasting to an audience in Christchurch about how many millions of pounds the hedge fund he set up was now worth.

I was livid to see Boris Johnson apologising to the House of Commons over neglecting to promptly declare the small matter of £52,000 in ‘outside earnings’. And I was in a fury over South Dorset MP Richard Drax opining that we would ‘survive’ outside the EU. I can do no better than quote the tweeted response from Labour activist and former candidate for police commissioner, Rachel Rogers.

“Well, he’ll survive alright in his Grade 1 listed manor house with one of the longest brick walls in England and his 7,000 acre estate, complete with deer park, just in case Asda runs out of mince. But as for the rest of us...’

They don’t care about no deal? Of course they bloody don’t.