Neil Farmer is seeking new employment opportunities. He has over 35 years of experience in local government leadership roles, most recently as the Strategic Director of Christchurch and East Dorset Councils from 2010 to 2016. In this role, he introduced strategies that generated over £2 million in annual savings through partnership working while maintaining independent decision making for each council. He led organizational change initiatives, including merging over 40 business units and implementing single ICT, telephone, and employee terms and conditions systems across both councils. Farmer has strong leadership, communication, and project management skills.

1. Curriculum Vitae
Neil Farmer
Personnel Details
85 Ameysford Road, Ferndown, Dorset, BH22 9PZ
Home: 01202 896268 Mobile: 07764376553
Email: farmer85@outlook.com
Marital Status: Married
Personal Statement
I have strong leadership skills with political sensitivity, honesty, professional integrity
and probity. I have proven employee management skills to promote and perform in a
high performing culture at the highest level. I have effective interpersonal and
communication skills which allow me to relate effectively with stakeholders and
employees at all levels and to inspire confidence, trust and respect.
I have a demonstrable understanding of and commitment to local democracy, social
justice and inclusion and accountability to the public. I have a commitment to priority
change, to enable continuous improvement and to give value for money to and for
the local community. I remain able and have the capacity to cope with public
scrutiny.
I have retained my positive ‘can do’ attitude and natural enthusiasm for future
challenges.
Last Employment – retiring 23rd February 2016
Strategic Director - Christchurch and East Dorset Councils 2010 - 2016
Christchurch and East Dorset are two sovereign councils which are individually well regarded.
Both understand that working in partnership together and with other partners is the best way to
deliver common aims gives both of them greater capacity and resilience in delivering the services
that are important to their residents in times of serious financial constraint.
Key Strategic Responsibilities
 Take a leading role to define and deliver the combined corporate strategies
meeting the needs of the Christchurch and East Dorset Partnership (on time
and within budget);
 Lead, direct and manage the employee performance of Heads of Service and
Partnership Managers driving through cultural and organisational change to
deliver continually improved and cost effective services to the local community
in line with the Corporate Strategy and Local Plan;
 Senior Responsible Officer and Gatekeeper under Regulation of Investigatory
Powers Act 2000.

2. Responsible for: Leisure and Recreation including Countryside Services, Community
Services, Health and Wellbeing, Public and Environmental Protection, Property
Management, Car Parking, Legal and Democratic Services, Housing, Emergency
Planning and Crime and Safety.
Key Strategic Achievements
1. Introduction of Partnership Development Strategy leading to:
 Annual savings of over £2 million from joint working;
 Maintaining partner councils’ independence and ability to make their
own decisions;
 Introduced joint Corporate Plan and Core Strategy (local plan);
 Maintained and improved service levels and resident satisfaction
2. Introduction of People Strategy leading to a more adaptable, skilled and highly
motivated workforce, working flexibly to meet the requirements of customers
and the needs of the business.
3. Implementation of single ICT and telephone system in conjunction within the
People Strategy leading to all employees and Members being able to work
more remotely and flexibly.
4. Implementation of single set of employee terms and conditions across both
Councils.
5. Merging of over 40 business units across both councils into single business
teams.
6. Introduction of Dorset joint housing allocations policy.
7. Introduction of Customer Access Strategy in order to encourage greater use
of the most cost-effective access channels for each type of customer contact,
by creating a series of deliberate and targeted channel shifts.
8. Development of an organisational vision leading to:
 A customer focused organisation;
 Financially sustainable and secure;
 Agile and resilient;
 Delivering a partnership with public or private sector partners;
 Innovative and commercially minded in the pursuit of organisations goals;
 Modern and flexible in our working culture and practices;
 Recognised for our ambition and our achievement.

3. Project Management
 Past Chair of Dorset Superfast Broadband Steering Group – investing £40m
in the delivery of superfast services to 90,000 properties across Dorset.
https://www.dorsetforyou.com/broadband/where-and-when
 Past Chair of the Dorsetforyou website – 7 borough and districts councils
working with the Dorset County Council to deliver improved digital services.
https://www.dorsetforyou.com/
 East Dorset District Council Accommodation Project – Relocate back office
services to smaller office accommodation and disposal of former office
accommodation. Potential annual savings of £300,000 and additional capital
receipt.
Previous Employment
East Dorset District Council 1988 - 2010
Head of Leisure and Community Services 1996 - 2010
Principal Leisure Officer – 1988 - 1996
Gosport Borough Council 1984 -1988
Leisure Centre Manager
Bracknell Forest Borough Council 1979 -1984
Assistant Leisure Centre Manager
Mole Valley Borough Council 1975 – 1979
Leisure Centre Supervisor
Guildford Borough Council 1973 -1975
Lifeguard and Swimming Instructor
Other Professional Roles
Vice Chairman of the Dorset County Sports Partnership - Active Dorset is one of 45
County Sports Partnerships (CSPs) across England, committed to working
together to increase participation in sport and physical activity
http://www.activedorset.org/
Local Government Association/ Public Health England – Health Peer assessor
http://www.local.gov.uk/peer-challenges/-
/journal_content/56/10180/3511124/ARTICLE
Past Professional Roles

4. Trustee, Treasurer and Fellow of the Institute of Sport and Recreation Management,
and President (2005/06) now the Chartered Institute for the Management of Sport
and Physical Activity.
First School Governor and Vice Chair
Education
Managerial
Master’s Degree in Business Administration – Bournemouth University 1990 - 1992
Diploma in Business Studies – Portsmouth University 1985 - 1987
Professional
Fellow of the Institute of Sport and Recreation Management (retired) qualified 1981
Academic
George Abbot School for Boys 1967 -1973 5 ‘O’ Levels
Interests
Coarse fishing, Southampton Football Club season ticket holder, Dog walker,
Amateur Blogger
References
On Request