With the budget process out of the way, I have turned my attention to working with my team on leadership, considering what good really looks and feels like.

Being a leader in finance in local government means ensuring there is a focus on value, not just cold hard cash. I encourage my team to consider the whole system return on investment, including social value and to consider what actions should be taken to improve that. Much of this involves getting under the skin of behavioural science. How do we change people’s reactions and behaviour to reduce pressure on our finances in the future? It also involves working across professional and organisational boundaries.