Truth about Local Government

In this episode, I sit down with Steve Moore, former Chief Executive of NHS Devon and a senior NHS leader with more than 15 years’ experience operating at board and system level across complex, highly regulated environments. We explore what it really takes to lead public sector organisations successfully: setting direction in ambiguity, balancing performance with purpose, leading through financial and operational pressure, building trust with stakeholders, and creating cultures that can sustain improvement. This is a conversation about leadership in the real world: how to make difficult decisions, carry people through change, and keep outcomes for communities at the centre.

In this episode of The Truth About Local Government, Matthew Masters speaks with Esther Bangura, a Neurodivergent Money Coaching expert, about a topic rarely explored openly in the public sector, our relationship with money.The conversation unpacks how neurodivergence can shape financial behaviours, from avoidance and overwhelm to impulsivity and perfectionism, and why traditional approaches to budgeting and financial planning often fail to resonate. Esther shares practical, realistic strategies for building systems that work with, not against, how neurodivergent individuals think and operate.They also explore the wider implications for workplace wellbeing, performance, and inclusive leadership, highlighting why financial confidence is not just a personal issue, but a professional one. This episode offers both reassurance and actionable advice for anyone looking to take greater control of their finances in a way that feels achievable and sustainable.

In this episode of Truth About Local Government, Matthew Masters speaks with Natashia Leader, Founder and CEO of BrightPaths Support CIC, about why so many children and young people still struggle to access the right emotional wellbeing support early enough. Public descriptions of BrightPaths Support CIC say the organisation provides early intervention support through one-to-one mentoring, group workshops, and family-centred approaches, working with children facing challenges including anxiety, behavioural issues, and neurodiversity-related needs. Together, they explore why children can fall between the gaps in statutory provision, why school avoidance and unmet emotional needs are rising pressures for councils and schools, and what happens when support only arrives once problems have escalated. The conversation also looks at what effective partnership really means, not just between local authorities and schools, but with community-based organisations that can offer earlier, more flexible, and more relational support. This is a conversation about prevention, capacity, and what local government and its partners can do differently if they want better outcomes for children and families.

In this episode of The Truth About Local Government, Matt Masters is joined by Simon Higgins to explore why local government must focus on prevention, and why corporate services have a critical and often underestimated, role to play in making prevention succeed.While prevention is often associated with frontline services, Simon and Matt argue that sustainable, effective prevention only works when it is led, enabled and protected by corporate leadership. Drawing on Simon’s experience of preventative work at Cumberland, the discussion examines how corporate services such as finance, HR, policy, commissioning and data can either unlock or unintentionally undermine preventative approaches.The conversation explores why too many councils intervene only when people reach crisis point – when outcomes are worse, costs are higher and options are limited – and why shifting upstream is essential for supporting communities, managing demand and protecting public services.This episode offers practical insight for Chief Executives, Corporate Directors of Resources and senior leaders on:Why prevention must be treated as a corporate and system‑wide responsibilityThe conditions required for preventative strategies to work in practiceHow leaders can move beyond short‑term pressures to embed long‑term preventative thinkingWhat success in prevention actually looks like, and how to sustain itA timely and candid conversation for leaders who want to ensure local government supports residents before crisis hits, not after.

This episode explores how power‑sharing is reshaping the political and operational reality of local government. Matthew speaks with Abigail Gallop, Head of the Independent Group at the Local Government Association (LGA), about the rapid rise of multi‑party councils, the decline of single‑party dominance, and what these shifts mean for leadership, accountability, and democratic culture.Drawing on examples such as Runnymede’s, Abigail explains how councils are four co‑leader model adapting to new political landscapes, what makes shared leadership succeed or fail, and why collaborative governance may become the defining feature of the next decade. The conversation cuts through assumptions and gets to the practical truth of how councils function when no one party holds all the power.

Interim leadership is often seen as a holding pattern, a bridge between what was and what comes next. But for organisations in transition, an interim chief executive can be a stabiliser, a strategist and a catalyst for clarity.In this episode, Matt Masters speaks with Steve Gibling, Interim Chief Executive of Selwyn District Council and former Interim CEO at Buller District Council, about what it really means to step into the top job on a temporary basis. Drawing on more than 25 years across local government, tertiary education and the not‑for‑profit sector, Steve shares a grounded, practical view of how to lead when time is limited, expectations are high and the organisation needs both continuity and confidence.The conversation explores how to approach an interim role, whether stepping up internally or arriving from outside, and how to balance stewardship with the opportunity to make meaningful impact. Steve reflects on how to read culture quickly, how to maintain momentum on critical programmes, and how to decide what is appropriate to change when your mandate is temporary. He also unpacks the unique learning value of interim roles and why they can be career‑defining for leaders who embrace them with clarity, humility and intent.This episode is essential listening for leaders navigating organisational transitions, preparing for executive succession, or wanting to understand how to lead well in periods of uncertainty.

In this episode of The Truth About Local Government, we explore a bold new resource reshaping how councils think about community development: ABCD & Beyond: A Practical Guide for Local Government.Matt is joined by two of the book’s authors, Dee Brooks, Director of the Jeder Institute and International Liaison for the ABCD Institute, and Lee Griffiths, community development practitioner, facilitator and systems bridge‑builder. Together, they’ve helped shape Asset‑Based Community Development practice across Australia and internationally.This conversation dives into what ABCD is (and what it isn’t), why councils struggle to shift from “problems to possibilities,” and how hierarchy, risk and process shape community‑led work. We explore the eight core values of ethical ABCD practice, the difference between genuine co‑design and performative consultation, and the practical steps councils can take to embed ABCD in real‑world systems.If you’re committed to working with communities rather than simply delivering services to them, this episode offers a roadmap, and a challenge, for what local government could become.#LocalGovernment #ABCD #CommunityDevelopment #StrengthsBasedPractice #PublicSector #LocalGov #CommunityLed #CoDesign #Inclusion #SystemsChange #PlaceBasedWorking #Councils #PublicService #TruthAboutLocalGovernment

In this episode, Matt sits down with Parul Singh, Founder of Parallel Minds, a neurodiversity consultancy shaping a more inclusive future for people working in tech and digital roles. Parul brings a rare combination of professional expertise, lived experience, and deep sector insight, challenging organisations to rethink how they support neurodivergent talent and to build environments where every mind can thrive.Together, we explore how employers can better navigate and balance the conflicting needs that sometimes arise within neurodivergent teams. At a time when legislation, expectations, and understanding of neurodivergence are evolving at pace, Parul highlights the importance of reflection, curiosity, and confident leadership.This conversation is a practical guide for employers and line managers who want to create workplaces where neurodivergent colleagues feel safe, supported, and able to do their best work, not just in theory, but in everyday practice.

In this TALG episode, Matt is joined by Kev Collier, Strategic Lead – Learning & Development and Karen Roberts, Business Development Manager from North West Employers and Dr Sarah Crozier, Reader in Occupational Psychology, Department of People and Performance, Faculty of Business and Law, Manchester Metropolitan University to explore their newly released thought‑leadership report: Neurodiversity at Work – Line-managers’ Experiences of Support Provision and Skill Gaps Within North West Local Government.Drawing on survey responses and focus groups with line‑managers across the region, the report uncovers a compelling picture: while over 75% of managers have supported neurodivergent colleagues, fewer than half feel confident doing so. Many described uncertainty, inconsistent guidance, and systems that don’t always enable good practice with 78% saying the physical environment itself creates barriers.The team unpack the findings, the stories behind the data, and the roadmap for change. They explore what line‑managers need, how organisations can build psychologically safe cultures, and why senior leadership buy‑in is essential for genuine neuro inclusion.This episode is essential listening for leaders, HR professionals, and anyone committed to building healthier, more inclusive workplaces across local government.

Transport infrastructure doesn’t just move people, it moves markets, investment, and ambition. In this episode of Tracks to Transformation, Matt sits down with John Plumridge, former Director of Estates & Facilities at Birmingham City University, to explore how transport and regeneration work together to unlock the economic potential of a place.John shares the inside story of STEAMhouse, one of the UK’s most significant university‑led regeneration projects, and explains how a neglected corner of Birmingham was transformed into a thriving innovation ecosystem. He reflects on the strategic decisions behind the business case, the funding model, and the collaborative design that brought academia, students, entrepreneurs, and global businesses into one shared space.The conversation then widens to the regional picture: the catalytic role of HS2, the power of transport connectivity in reshaping investment patterns, and the way major infrastructure projects can shift the economic gravity of a city. We explore how STEAMhouse has become a magnet for inward investment, including Cisco’s expansion into the STEAMhouse Innovation Centre and what this signals about the West Midlands’ growing innovation economy.At its core, this episode is about how places change: how infrastructure unlocks opportunity, how regeneration builds confidence, and how collaboration between universities, businesses, and public sector partners can create the conditions for long-term economic growth.

This episode of The Truth About Local Government captures a pivotal moment in the evolution of public sector workforce leadership. Ben Dixon, Head of Workforce Solutions, is joined by Matt Masters, the newly appointed Head of Executive Workforce Solutions at OPUS People Solutions, for a candid and energising conversation about purpose, alignment and the future of talent in local government.Matt reflects on the personal and professional journey that led him to OPUS and the wider Vertas Group, including the importance of finding an environment where his strengths as a neurodivergent leader with ADHD and OCD are understood, supported and amplified. He speaks openly about why OPUS stood out: the integrity of its leadership, the depth of technical expertise across the Group’s Managing Directors, and the rare blend of operational insight and strategic workforce capability that he believes the sector urgently needs.Together, Ben and Matt explore the challenges facing councils today, from leadership capacity to workforce resilience, and why this moment represents a turning point for how the sector attracts, develops and retains senior talent. Matt shares his vision for building agile, high‑performing executive teams and explains why values alignment is not a “nice to have” but the foundation for meaningful, sustainable change.This episode offers a hopeful, grounded look at what becomes possible when purpose, capability and culture align, and why Matt sees his move to OPUS as the moment that matters for both his own leadership journey and the future of workforce design in local government.

In this episode, Matthew Masters sits down with Rowan Cole (COALFACE®) and Professor Amelia Hadfield (Centre for Britain and Europe, University of Surrey) to unpack the launch of the Local Government Reorganisation (LGR) Initiative, a new national partnership designed to reshape the future of local government in England.Matt opens the conversation by exploring why the LGR Initiative has emerged now, at a moment when councils face unprecedented financial pressure, public trust is strained, and the sector is searching for a credible path forward. Rowan and Amelia outline how COALFACE® and CBE have joined forces to lead a 100‑day programme combining research, public engagement, and policy development.Together, they walk listeners through the initiative’s core aims:capturing public and sector insight through two major surveysconvening workshops with councillors, officers, residents, and community groupsproducing a 100‑Day Playbook, Engagement Toolkit, and a White Paperculminating in a national launch event at the University of SurreyMatt guides the discussion toward the unique partnership model, highlighting contributions from E.C.F., Commonplace, and Truth About Local Government. Rowan and Amelia explain how this coalition blends academic rigour, sector expertise, and large‑scale public engagement to create a genuinely evidence‑based roadmap for renewal.The episode also breaks down the key milestones, including the coordinated launch on 24 February 2026, the first wave of surveys, and the workshops scheduled throughout March and April. Rowan and Amelia share what success looks like: a more informed national conversation, practical tools for councils, and a renewed narrative about the value and purpose of local government.The conversation closes with a call to action, inviting councillors, officers, residents, and organisations to take part in shaping the future of local government through the LGR Initiative.

In this episode, Matt speaks with David Bainbridge‑Zafar, General Manager of Operations at Gore District Council, New Zealand, about the rising challenge of sovereign citizen ideology in small communities.Gore’s population of 14,000 means the impact is deeply personal: the individuals rejecting government authority aren’t anonymous, they’re neighbours, former colleagues, and long‑standing community members. Their refusal to recognise the legitimacy of councils, police, or the courts has led to unpaid rates, protracted legal battles, and escalating operational costs that ultimately fall on other residents.David unpacks the operational strain, the legal complexities, and the emotional toll on staff and the wider community. Together, they explore what this movement reveals about trust, authority, and resilience in local government, and what councils elsewhere can learn from Gore’s experience.

“Risk, Creativity and Collaboration: Rethinking Urban Infrastructure with CIVIC” dives into how engineering can become a catalyst for better, more human‑centred places. Matt Masters sits down with Stephen O’Malley, Chief Executive of CIVIC, to explore how their philosophy of “civility from civil engineering” challenges long‑held conventions in the built environment.In just 20 minutes, Stephen unpacks why intelligent risk‑taking matters, how creativity emerges when disciplines fuse rather than compete, and what true collaboration looks like when public and private partners share purpose rather than process. The conversation cuts through technical jargon to focus on what really counts: designing towns and cities that enhance quality of life, respect the natural environment, and work with, not against, the geography and character of a place.This episode offers a sharp, practical look at how the public sector can rethink infrastructure delivery to unlock better outcomes for communities.

For years, the national housing debate has been dominated by one metric: quantity. How many homes can we build, how quickly, and at what scale. But that fixation on numbers has pushed a more fundamental question into the background, are the homes we build, manage, and retrofit actually good for people’s health?In this episode, Matt Masters is joined by Faye Sanders, Doctoral Researcher in Housing and Health, and Co‑Chair of both the Healthy Homes Research Network and the Housing Studies Association. Together, they explore why housing quality is a public health issue, how poor‑quality homes drive avoidable costs for providers and the NHS, and what it really takes to build cross‑sector partnerships that improve outcomes for residents.Faye brings insights from her research, examples of effective collaborations between housing and health, and reflections on how the sector can shift its mindset, from “how many” to “how well.”

Too many people step into elected office without a clear understanding of what the councillor role really involves, the workload, the emotional labour, the strategic responsibility, and the sheer breadth of services they’ll be accountable for.In this episode Matt sits down with sector leader, trainer, mentor, and long‑serving Kingston councillor Liz Green to explore her 3S model, Stewardship, Strategy, and Support, and why councils should start induction before someone even becomes a councillor.Together they unpack what early preparation could look like, how to set realistic expectations for candidates, and why better‑supported councillors lead to better outcomes for residents. This is a must‑listen for officers, political groups, prospective candidates, and anyone who cares about strengthening local democracy.

In this episode, the conversation centres on how RPNA is helping councils move beyond traditional transformation pitfalls to deliver better outcomes for residents. Ashley Roper introduces RPNA’s Digital Foundations, a strategic assessment tool designed to help local authorities understand their readiness for change and identify the most impactful areas for intervention. The SA3 process was recently piloted with the London Borough of Bexley, where Chief Executive Paul Thorogood shares his reflections on its value and impact.RPNA’s approach is grounded in the belief that transformation must be outcome-led, not technology-led. The SA3 process begins with a baseline assessment across three dimensions: strategic alignment, organisational capability, and operational readiness. This diagnostic helps councils pinpoint gaps in their transformation plans and develop a roadmap that is both ambitious and achievable. According to RPNA, councils often underestimate the importance of internal capability and over-rely on external solutions, leading to fragile programmes that struggle to embed change.Paul Thorogood, appointed Chief Executive of Bexley in 2023, describes how the SA3 process helped his leadership team clarify priorities amidst financial pressures and rising demand. Bexley’s Medium Term Financial Strategy outlines a significant funding gap, with transformation now central to bridging it. The council has launched five major programmes Customer Experience, Children’s Services, Commercial, Culture, and Corporate Core each designed to improve outcomes while maintaining service quality.Thorogood notes that RPNA’s independent assessment provided “critical friend” insight, helping Bexley avoid common pitfalls such as overambitious timelines, underdeveloped governance, and poor staff engagement. The SA3 process also supported Bexley’s commitment to co-production, ensuring that transformation is shaped by those who deliver and use services.Ashley Roper emphasises that RPNA’s work is not about delivering transformation for councils, but enabling them to own and sustain it. Their methodology, TEN96, includes tools for programme design, diagnostics, and interim leadership support. RPNA’s ethos is to empower brilliant people to break free from legacy constraints and embrace modern, flexible ways of working.

Matt Masters sits down with Tim Oliver, Leader of Surrey County Council, for an in‑depth conversation about Surrey’s transformation journey and what it means to lead one of the country’s most complex local government systems. With Surrey often viewed as the first major test case for large‑scale reorganisation, Tim reflects on the pressures, opportunities, and leadership choices shaping the council’s future. This episode offers a candid look at decision‑making, system change, and the realities of steering a county through uncertainty, ambition, and national attention.

Nottinghamshire County Council has become one of the sector’s standout examples of what a modern, strategic corporate landlord approach can achieve. In this episode, Matt Masters sits down with Wayne Bexton, Director of Economy, Environment and Assets, to unpack how Nottinghamshire has reshaped its estate, accelerated disposals, unlocked capital receipts, and used regeneration as a lever for long‑term place impact.Wayne shares the thinking behind their model, the practical steps that made the biggest difference, and the cultural and organisational shifts required to make it stick. From governance to data, from political alignment to community outcomes, this conversation offers a grounded, honest look at what it really takes to deliver a corporate landlord approach that works.Perfect for Directors of Place, Heads of Property, Section 151 Officers, and anyone navigating the complexity of estate transformation in local government.

Care in the UK is at a breaking point. With 70% of local authority budgets consumed by care services, rising costs, and profits flowing to private equity and tax havens, the system is failing the people it’s meant to serve. New research from the Centre for Local Economic Strategies, Centre for Thriving Places, Cooperatives UK and the New Economics Foundation reveals that in just three regions, private care providers extracted £256 million in profit over three years, while care workers, disproportionately women and those from global majority backgrounds are often paid below the Real Living Wage.In this episode, Matt Masters speaks with Rosie Maguire, Policy and Programme Manager at the Centre for Thriving Places. Rosie has spent the last 15 years helping organisations use evidence to shape strategy, research, and learning. She works with civil society and the public sector to identify goals, priorities, and how insights can inform better decisions. Together, they explore why care has become a commodity, how this extraction undermines communities, and what a fair, community-focused alternative looks like.

In this episode, we tackle a critical but often overlooked aspect of change management in local government: the human element. We’re joined once again by Kevan Collier, Strategic Learning and Organisational Development Lead at North West Employers, to explore how senior leadership teams can better understand the behavioural dynamics that make or break change programmes.We discuss why technical plans and project timelines aren’t enough, and how neglecting the emotional, psychological, and cultural dimensions of change can lead to resistance, burnout, and failure. Kevan shares practical insights on how to help leadership teams see the bigger picture and how to embed behavioural thinking into the heart of transformation efforts.

Surrey is about to become the national test case for the government’s latest wave of local government reform, and the stakes couldn’t be higher. With two new unitary authorities on the horizon, concerns are growing that statutory pressures and inherited financial challenges could push community services, local assets, and neighbourhood-level engagement to the margins.In this episode, we explore Strong, Vibrant Communities, a new report from the Surrey Association of Local Councils (SALC), which argues that town and parish councils must play a far greater role in the transition. Drawing on lessons from Cornwall’s successful double‑devolution model, SALC is calling for a Devolution Board, clear frameworks for asset and service transfers, and a programme to establish new local councils in currently unparished areas.We’re joined by Deborah Sherry, SALC Chair and a councillor at Woldingham Parish Council. With a fascinating blend of private‑sector leadership and public‑sector experience, Deborah brings a unique perspective on what genuine localism looks like, and what Surrey risks losing if it gets this moment wrong. Together, we unpack the opportunities, the risks, and the practical steps needed to ensure residents continue to live in strong, vibrant communities throughout and beyond LGR.

This month’s deep dive into local government reorganisation brings a timely and candid conversation with Rowan Cole, Director at Coal Face Engagement, as we unpack the shifting landscape of LGR and what the latest developments really mean for councils, leaders, and local politics.Rowan joins me to break down what has changed, why the Government has delayed elections, and how this fits with the ambitions originally set out for reorganisation. We explore the contrast between last year’s confident narrative and the more hesitant signals emerging since December, including which parts of the programme have quietly progressed and which have clearly stalled.We look closely at the election delay:What exactly has been pushed backWhere the delays are happeningThe official explanationAnd the real‑world consequences for councils trying to plan, budget, and lead through uncertaintyRowan offers grounded insight into what these delays say about confidence, pace, grip, and political alignment, and whether LGR still resembles a coherent, settled programme, or something more fluid and reactive.We close with a forward look at what to watch next, the decisions that will signal whether momentum is returning or further drift is ahead, and how councils can stay prepared in a period where clarity is in short supply.If you’re navigating LGR, advising on it, or simply trying to understand the shifting dynamics, this episode gives you the context, nuance, and practical read‑across you need.

In this episode of Truth About Local Government, we dive into how the London Borough of Newham is turning its Growth Plan into reality. With a strong focus on inclusive economy, community wealth building, and strategic investment, Newham is shaping a future where growth benefits everyone. Joining me is Darren Mackin, Director of Place-Making at the London Borough of Newham, to share what the council is doing on the ground to deliver this vision, the challenges they face, and how they’re engaging residents in the journey.

Local Government Reorganisation (LGR) isn’t just about drawing new boundaries it’s about what happens in the first 100 days when governance design, delegation, and political confidence collide with real-world planning decisions. In this episode, we talk to Rowan Cole, Thought Leader on LGR & Founder and Director of COALFACE, about what truly determines whether reorganisation improves planning outcomes. We’ll explore lessons from Dorset, Somerset, and Northumberland, the early warning signs of drift, and why public trust and democratic legitimacy become operational issues. Plus, we’ll dive into The First 100 Days Playbook and how AI could help councils navigate the chaos.

In this episode of Truth About Local Government, I sit down with Averil Price author of The Legacy Coach: Your Next Chapter, Your Legacy, Your Way, available on Amazon. After more than two decades as a Local Authority Director, Averil made the bold transition to running her own consultancy, Avie Consultancy, where she helps public sector leaders navigate career changes, promotions, or retirement while celebrating the impact they’ve made.We explore the inspiration behind her book, including how a life-changing brain haemorrhage shaped its themes, and dive into what “legacy” really means beyond job titles. Averil shares practical tools from her coaching practice such as journaling and mind mapping to help leaders clarify their next chapter and define their legacy on their own terms.Whether you’re a senior leader planning your future or simply curious about creating a meaningful professional journey, this conversation is packed with insights on purpose, resilience, and reinvention.Key Takeaways:Legacy is about impact and intention, not just roles.Practical exercises to help leaders reflect and plan their next chapter.Why journaling and mind mapping can unlock clarity and confidence.Connect with Averil:The Legacy Coach is available on AmazonLearn more about her work at Avie Consultancy and explore coaching opportunities.

In this episode of Truth About Local Government, Matthew Masters speaks with Professor Rafaela Neiva, Professor in Public Sociology at Liverpool Business School and a leading expert in cultural policy and social innovation. Rafaela’s work sits at the intersection of arts, health, and business, shaping strategies that have influenced European Capitals of Culture, improved public health, and driven innovation across sectors. We’ll explore what it truly takes to create a City of Culture, beyond the headlines and branding, looking at the planning, partnerships, and evidence-based approaches that deliver lasting impact for communities and economies.

Transformation in local government is often framed as a necessity driven by financial pressures, rising demand, and the need to modernise services. Yet, despite widespread efforts, success remains elusive. According to ChangingPoint, 70% of organisational change initiatives fail, and only one-third fully meet their intended goals. In this episode, Ashley Roper and Steve Mawn explore what councils could do differently to improve outcomes and embed sustainable change.Ashley Roper, a technologist and Founding Partner at RPNA, argues that transformation must begin with a clear understanding of outcomes. He warns against the common pitfall of leading with technology rather than purpose. Councils often invest in digital tools without first assessing the needs of citizens or the current state of their IT infrastructure. Roper advocates for a baseline assessment evaluating performance, user perception, skills, supply chain capacity, and business processes. This approach enables councils to identify gaps and align technology with strategic goals.Steve Mawn, who leads ICT and Transformation at Strata Service Solutions, brings a practitioner’s perspective from a shared service model supporting three councils in the South West. He highlights the importance of governance, flexibility, and long-term planning. Strata’s 2025–26 business plan includes major infrastructure upgrades such as cloud migration, CRM integration, and telephony replacement all designed to support transformation across partner councils. Mawn stresses that transformation must be embedded in operational delivery, not treated as a separate initiative. His team completed thousands of projects last year, with an average support rating of 4.5 out of 5, demonstrating the value of consistent service and staff engagement.Both guests agree that business readiness and user adoption are critical. Councils must invest in change management, staff training, and communication to ensure that new systems are not only implemented but embraced. The Local Government Association’s transformation programme echoes this, offering councils support to boost capacity and capability, with a focus on data-driven tools and continuous improvement.The episode also touches on the need for strategic sequencing. Transformation should not begin with structural reorganisation or system replacement alone. Instead, councils should stabilise core services, build internal capability, and then scale change. This phased approach is supported by the Institute for Government, which recommends that councils undergoing reorganisation prioritise “safe and legal” operations before embarking on long-term service redesign.

In this we had the pleasure of speaking with Emma Riley, Head of Strategic Partnerships at Barrett Values Centre, to explore the transformative power of organisational culture. Emma shares insights from her work at the intersection of strategy, leadership, and values, highlighting how culture can be a driving force in successful change processes. The conversation delves into the Barrett Values Centre’s approach to cultural transformation, the role of values in leadership, and how organisations can align who they are with what they do to unlock their full potential. Whether you're leading change, navigating uncertainty, or striving for high performance, this episode offers practical wisdom and inspiration for building resilient, values-driven organisations.

In this episode of Truth About Local Government, Matt Masters sits down with Councillor Mike Ross, Leader of Hull City Council, to explore the city’s ambitious plans for infrastructure, regeneration, and inclusive growth. Mike shares his personal journey into politics, the values that guide his leadership, and the council’s vision for a “cleaner, safer and fairer” Hull.Listeners will hear about:Hull’s £42 million infrastructure investment plan and the push for government supportKey regeneration projects transforming the city’s public spaces and connectivityCultural investment and how Hull is building on its legacy as UK City of CultureThe challenges of leading a city with unique geographical and financial pressuresMike’s reflections on the mayoral campaign and the future of devolution in East YorkshireThis episode offers a candid look at civic leadership, strategic planning, and the power of place-based transformation. Whether you're a local government professional, a Hull resident, or simply curious about how cities evolve, this conversation is packed with insight and inspiration.

Transformation is often seen as the fix for inefficiencies and budget pressures in local government, but many programmes fail to deliver lasting change. In this episode, Claire Symonds, Ashley Roper, and Meena Kishinani explore why. Claire Symonds (ex-Redbridge CEO) argues that transformation must be a continuous mindset, not a time-limited project. She highlights how vital leadership is in successful transformations.Ashley Roper (RPNA) warns against tech-led change without clear outcomes. He stresses the need for upfront assessments of systems, citizen needs, and staff engagement, noting only 17% of public sector digital efforts are seen as fully successful.Meena Kishinani (ex-Birmingham and Barking & Dagenham) focuses on the human side. She emphasises the importance of strong governance, staff buy-in, and leadership that can sustain change beyond individual tenures. Her work on the “Different” programme highlights the value of diverse leadership. Sector-wide data shows digital strategy implementation is regressing, with only 16% of councils completing theirs in 2025. Systemic issues data silos, political instability, and resistance to change, continue to hinder transformation at scale.

In this episode we sit down with Alexander Mileman, Founder of Achieving for Action to explore the transformative potential of the Social Care Value Index project. They discuss how local authorities are sitting on a goldmine of data that could radically improve outcomes in social care if only it were used more effectively. From identifying what truly works to exposing inefficiencies, this conversation challenges the sector to rethink how it measures value and impact. Alexander shares insights from the project, the barriers to better data use, and what needs to change to unlock smarter, more compassionate care. If you are a Director of Adult Social Services or a S151 Officer looking for savings, and a strategy that is evidenced based, this is one for you.

In this episode, we speak with Councillor Cameron Holloway, the Leader of Cambridge City Council, about the exciting developments and pressing challenges facing one of the UK’s most iconic cities. From government-backed growth ambitions to acute infrastructure constraints, Holloway shares his vision for a fairer, greener Cambridge. We explore how the council is tackling poverty, protecting the environment, and ensuring that residents have a real say in shaping their city’s future. With national attention focused on Cambridge, this conversation offers a timely insight into leadership, values-led development, and the importance of democratic accountability in local government.

This special crossover episode features Matt Masters, host of The Truth About Local Government, in conversation with Kirsty Hunt, host of Governance Matters a podcast produced by South East Employers that explores the building blocks of good governance in local government.In Season 2, Episode 5, Matt interviews Kirsty to unpack the concept of incremental creep the slow, often unnoticed erosion of governance standards in councils. The discussion explores how small compromises in transparency, decision-making, and accountability can accumulate into systemic risk and public distrust.Kirsty shares six warning signs of incremental creep:Cultural complacency (“That’s how we’ve always done it”)Leadership turnover and loss of institutional memoryWeak scrutiny and challengeOver-reliance on individualsInformal decision-makingPoor record-keepingThe episode also highlights the importance of:Empowering statutory officers (the “Golden Triangle”)Councillor induction and developmentExternal reviews and peer learningResident engagement and democratic health KPIs“Expose it. Give it nowhere to hide.” – Kirsty Hunt “Is there incremental creep in your governance? And if so, what are you going to do about it?” – Matt MastersThis episode is a must-listen for anyone working in or with local government who wants to strengthen governance before crisis hits.

In this energising episode of The Truth About Local Government, Matthew Masters speaks with Jonathan Stephenson, Chief Executive of Brentwood Borough and Rochford District Councils, and the driving force behind the Public Sector Challenge. Together, they explore:The origins and evolution of the Public Sector Challenge as a movement for wellbeing, resilience and connection.Lessons from merging two councils without shared boundaries — and why culture, communication and shared systems matter.The opportunities and risks of Local Government Reorganisation (LGR), including digital transformation, supplier relationships, and harmonising terms and conditions.How to build capacity for innovation in a sector under pressure — and why collaboration must become the default.The importance of transparency, trust and values-led leadership in shaping high-performing public services.This episode is a must-listen for anyone navigating change in local government or seeking inspiration on how to lead with purpose and courage.

In this episode, Matthew Masters sits down with Joe Fyans, Head of Research at Localis, to discuss Ride the Wave a major new project supported by CIPFA and Core Cities. The report explores how local authorities can balance the government’s push for locally led growth with the need for fiscal responsibility, especially in the context of urban renewal and investment risk.Joe also shares a preview of two upcoming Localis projects: one on digital integration during local authority mergers, and another exploring the intersection of devolution and digital public services. Together, these initiatives paint a picture of how local government can lead the next wave of reform smart, strategic, and digitally enabled.

In this episode, we had the privilege of interviewing Hannah Dalton, Independent Councillor and Leader of Epsom and Ewell Borough Council, to explore the unique and often underappreciated role of independent councillors in the UK’s local government system. They discuss the challenges of operating outside party politics, the opportunities for community-led decision-making, and how independents can shape policy, culture, and collaboration in councils.

In this episode, we speak with Sara Harrup, Executive Coach for Neurodivergent Professionals, Board Chair, Non-Executive Director, and Inclusive Governance Expert. As an openly autistic ADHDer, Sara brings lived experience and professional insight into how neurodivergent leaders can thrive in high-pressure environments.We explore her coaching practice, her governance work, and her advocacy for neuroinclusive leadership. Sara shares practical strategies for local authorities to better support neurodivergent staff, especially those in senior roles, and discusses her downloadable resource Performance Enhancers for Neurodivergent Directors and Executives. We also touch on her writing, including contributions to thought leadership on neurodivergent governance and leadership, and her upcoming book projects that aim to reshape how organisations understand and support different kinds of minds.This episode is a must-listen for anyone committed to building inclusive, high-performing teams in local government.

In this episode we sit down with Councillor Arooj Shah, Leader of Oldham Council, to explore the borough’s bold regeneration plans, recent service improvements, and the challenges of modern civic leadership. Arooj shares her personal journey into politics, the values driving her leadership, and how Oldham is tackling identity politics, financial pressures, and community cohesion head-on. Listeners will gain insight into:The transformation of Oldham’s town centre and housing strategyImprovements in children’s services and future ambitionsNavigating political turbulence and building resilienceTackling budget constraints while protecting vulnerable residentsArooj’s vision for inclusive leadership and community empowermentThis episode is a must-listen for anyone interested in local government innovation, leadership under pressure, and the future of place-based transformation.

In this episode we sit down with Cllr Danielle Belton, Leader of Rochford District Council, to explore the exciting initiatives shaping the district’s future and the challenges that come with them. From town centre regeneration and community empowerment to resisting unsustainable housing pressures, Danielle shares her vision for a member-led, transparent administration. We discuss the council’s new Economic Growth Strategy, the controversial housing proposals, and how Rochford is navigating local government reform while staying true to its semi-rural identity. It’s a candid conversation about leadership, values, and the power of local decision-making.

In this episode, we dive into one of the biggest challenges in organisational development: how to ensure that learning actually leads to behaviour change. We’re joined again by Kevan Collier, Strategic Learning and Organisational Development Lead at North West Employers, to explore how the COM-B model which stands for Capability, Opportunity, and Motivation – Behaviour can be used as a powerful framework to design learning experiences that truly stick.We unpack how local government leaders can apply COM-B to improve the transfer of learning from the classroom (or Zoom room) to the workplace, and how to create the right conditions for people to apply what they’ve learned in meaningful, measurable ways.

In this episode we interview Cllr Millie Earl, Leader of Bournemouth, Christchurch & Poole (BCP) Council, to explore how local leadership is navigating financial adversity, driving regeneration, and empowering communities.Cllr Earl discusses the council’s strategic vision, including place-based regeneration, community governance reform, and the challenges posed by a significant SEND deficit. She shares her approach to collaborative leadership within the Three Towns Alliance and reflects on how BCP is balancing ambition with fiscal responsibility.Listeners will gain insight into:The realities of leading a unitary authority under financial strain.How BCP is investing in infrastructure and community empowerment.The importance of local decision-making and inclusive governance.

In this episode we speak with Joe Fyans, Head of Research at Localis, to explore the reality behind the government’s rhetoric on locally-led economic growth. With devolution deals, investment zones, and levelling-up funding all pointing to a place-based approach, are councils truly equipped financially, structurally, and strategically to deliver? Joe shares insights from Localis research, highlighting the gaps between ambition and capability, and offers a candid assessment of what needs to change for local government to become a genuine engine of national prosperity.

In this episode of The Truth About Local Government, we sit down with Cllr John Merry CBE, Chair of Key Cities and Deputy City Mayor of Salford, to explore the pivotal role cities can play in meeting the UK Government’s ambitious target of building 1.5 million new homes by the end of this Parliament.As part of our ongoing research project, Turbocharging Housebuilding in Cities and Urban Areas, we discuss the challenges and opportunities facing urban areas, the importance of public-private collaboration, and how networks like Key Cities are shaping the national housing agenda. With the final report due later this summer, this conversation sets the stage for a deeper dive into the findings and policy recommendations to come.

In this episode, Matthew Masters is joined by Cathy Palmer, Director of Regeneration Delivery at Walker Sime, to explore the critical ingredients that determine whether a masterplan succeeds or fails. With a career spanning both local government and consultancy, Cathy brings a rare dual perspective to the conversation. Her work at Walker Sime, particularly through the Regen Delivery service, focuses on helping councils and developers move from vision to viable delivery in complex regeneration projects.Cathy’s insights are grounded in real-world experience, having led major regeneration initiatives across the UK. She understands the internal workings of councils, the pressures of political cycles, and the importance of community trust. Her team at Walker Sime acts as a bridge between public and private sectors, offering strategic support in everything from bid leadership to delivery route planning.Key themes discussed include:Early-stage alignment Cathy emphasises that the seeds of success are sown early. Clear visioning, robust business cases, and credible funding strategies must be in place from the outset to avoid overpromising and underdelivering.Public sector insight Drawing on her time in local government, Cathy highlights the importance of internal governance, cross-party political buy-in, and the need to involve finance and legal teams from day one.Delivery-focused partnerships Walker Sime’s Regen Delivery service supports both councils and developers with project mobilisation, risk management, and delivery planning—ensuring that masterplans are not just aspirational, but achievable.Community-centred regeneration Cathy shares examples from projects like Birkenhead 2040 and Bolton, where regeneration efforts have been rooted in local identity and shaped by meaningful community engagement.Navigating complexity From unblocking stalled projects to preparing for post-2026 delivery, the Regen Delivery team helps local authorities manage risk, align stakeholders, and maintain momentum.This episode is a must-listen for regeneration professionals, council officers, and anyone involved in shaping the future of place. Cathy’s practical advice and strategic clarity offer a roadmap for turning big plans into lasting impact.

In this episode, we sit down with Mark Ryder, the Executive Director of Communities at Warwickshire County Council, to discuss the successful delivery of three new train stations in the region. Mark shares the challenges and triumphs of these major infrastructure projects, offering valuable advice for other local authorities looking to undertake similar initiatives. From planning and funding to community engagement and project management, this episode provides a comprehensive guide to navigating the complexities of large-scale public works.

In this episode, we interview Mark Ryder, Executive Director for Communities, at Warwickshire County Council to delve into the creation and impact of the Warwickshire Skills Hub. This dedicated space supports businesses, schools, and communities in developing a well-skilled population that meets the evolving needs of the local economy. Mark discusses the objectives, vision, and tailored support provided by the hub, as well as the benefits and challenges faced. We explore the thoughtful approaches taken to engage hard-to-reach groups and address skill deficits, and Mark shares insights on what he would do differently if given the chance.

In this inaugural episode, we explore how local government leaders can harness the power of data, evidence, and insights to better manage and motivate their teams. Our guest, Kevan Collier, Strategic Learning and Organisational Development Lead at North West Employers, shares his expertise on using people analytics to drive performance, foster engagement, and build a culture of continuous improvement. We discuss the challenges and opportunities of data-driven leadership in the public sector, and how to balance human insight with hard evidence.Listeners will walk away with practical strategies for:Using data to understand workforce needs and behavioursAligning organisational development with strategic goalsCreating a culture of trust and transparency through evidence-based decision-making

In this episode we are joined by Joe Fyans, Head of Research at Localis, to unpack the political and policy implications of Angela Rayner’s departure and Steve Reed’s appointment as Shadow Secretary of State for Levelling Up, Housing and Communities.What does this reshuffle signal for Labour’s approach to local government? Joe and Matthew explore the potential impact on key issues including:Local government reorganisation – Will Reed continue the push for structural reform, or take a more collaborative approach with councils?Devolution – What’s next for the English Devolution and Community Empowerment Bill, and how might Labour’s vision evolve?Funding – With councils facing unprecedented financial pressures, will Reed offer a clearer funding settlement or new fiscal powers?Housing delivery – Can Labour under Reed unlock stalled housing projects and make use of local government pension funds to drive development?Joe brings a research-led perspective on what local authorities should expect from Labour’s new leadership—and what they should be asking for.

In this episode we speak with John Angus, Managing Director at Switch, to explore practical and scalable solutions to the UK’s temporary accommodation crisis. Drawing on Switch’s unique model, rooted in hospitality and dignity, John shares how his team is transforming the way councils house vulnerable residents, offering safe, compliant, and community-oriented alternatives to traditional B&Bs and fragmented housing stock.From converting hotels into high-standard temporary homes to building long-term partnerships with councils like Birmingham, this conversation dives into the operational, ethical, and financial dimensions of temporary accommodation. John also reflects on the personal values that drive his work and offers candid advice to local authorities on how to engage with the private sector more effectively.