Truth about Local Government

Matt Masters

Where Local Government Professionals Learn and Develop.

https://www.truthaboutlocalgovernment.com/

#YourGrowth #YourImpact #OurPassion.

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351 episodes
Updated Tuesday

Episodes351

Newest first

Tuesday · 19 min
What Must Be True? The Six Conditions for Sustained Change in Local Government
Local government leaders are being asked to achieve something unprecedented: maintain frontline services under intense financial and workforce pressures whilst simultaneously redesigning organisations for a rapidly changing future. In this episode of The Truth About Local Government, Matt Masters is joined by Paul Knight, Co-Founder of RPNA and author of What Must Be True?, alongside Adam Hill, Chief Executive of Rushcliffe Borough Council. Together, they explore the six conditions that RPNA argues must be present for meaningful and lasting organisational change: collective leadership authority, strategic and financial reality, decision-making and governance, organisational capability and capacity, change and delivery discipline, and trust, narrative and communication. Drawing on Adam's experience leading a local authority, the discussion examines whether these themes resonate in practice, why change programmes so often struggle to deliver their intended outcomes, and what local government leaders can do differently to build organisations capable of sustaining change in an era of financial constraint, workforce pressures, technological transformation and local government reorganisation.
June 24 · 18 min
What Good Looks Like: Delivering Housing Through Public–Private Partnership
In this episode, Matthew Masters sits down with Faraz Baber to explore what great public–private partnership really looks like in practice and why it is critical to unlocking housing delivery and economic growth across the UK. Drawing on his experience working across both local government and the private sector, Faraz shares a candid view of where partnerships succeed, where they fall short, and what genuinely drives delivery. The conversation moves beyond theory to focus on the practical realities of collaboration: trust, leadership, shared ambition, and the balance between commercial drivers and public value. Bringing this to life, Faraz reflects on two major regeneration schemes he played a central role in: Grand Union in North West London and Canalside South in Wolverhampton. These case studies demonstrate the transformational impact that effective partnerships can have, turning underused or derelict land into thriving communities, delivering thousands of new homes, creating jobs, and driving long-term economic growth. The discussion provides honest insight into the challenges that still exist, from planning and funding constraints to the complexity of aligning stakeholders; but also offers clear, actionable advice for senior leaders on how to create the conditions for success. This episode is essential listening for Chief Executives, Directors, and leaders across the public and private sectors who are serious about accelerating housing delivery and making regeneration schemes a reality.
June 1 · 22 min
Leading Public Sector Organisations Successfully: A Conversation with Steve Moore
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.
May 29 · 20 min
Taking Control of Your Money – A Neurodivergent Perspective
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.
May 6 · 23 min
Early Help, Real Lives: Why Children Still Fall Between the Gaps
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.
April 27 · 20 min
Upstream by Design: The Corporate Role in Making Prevention Real
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 responsibility The conditions required for preventative strategies to work in practice How leaders can move beyond short‑term pressures to embed long‑term preventative thinking What success in prevention actually looks like, and how to sustain it A timely and candid conversation for leaders who want to ensure local government supports residents before crisis hits, not after.
April 19 · 23 min
Power‑Sharing and the Future of Councils: A Conversation with Abigail Gallop
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.
April 13 · 18 min
Stepping Up, Stepping In: Lessons from Interim Leadership with Steve Gibling
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.
April 8 · 18 min
ABCD & Beyond: What Local Government Needs Next
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
April 8 · 23 min
Managing Conflicting Needs between Neurodivergent Colleagues
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.
April 8 · 29 min
Inside NW Employers’ New Report: Neurodiversity – Line-managers’ Experiences of Support Provision and Skill Gaps Within North West Local Government
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.
March 1 · 16 min
Tracks to Transformation: How Transport and Regeneration Unlock Place Potential
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.
February 27 · 24 min
The Moment That Matters: Matt Masters on Joining OPUS and the Future of Workforce Design
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.
February 24 · 20 min
Launching the LGR Initiative: Purpose, Partners & the Path Ahead
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 surveys convening workshops with councillors, officers, residents, and community groups producing a 100‑Day Playbook, Engagement Toolkit, and a White Paper culminating in a national launch event at the University of Surrey Matt 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.
February 18 · 20 min
The Cost of Defiance: Local Government vs Sovereign Citizens
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.
February 14 · 20 min
Risk, Creativity and Collaboration: Rethinking Urban Infrastructure with CIVIC
“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.
February 13 · 19 min
Beyond the Numbers: Why Housing Quality Matters for Health, Homes and Local Systems
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.”
February 6 · 19 min
Before the Ballot: What Prospective Councillors Need to Know
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.
February 6 · 19 min
Enabling Better Outcomes: RPNA’s SA3 Approach in Bexley
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.
February 2 · 16 min
Surrey at the Frontline: Leadership, Reorganisation, and the Future of Local Government
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.