What I Wish I’d Known: A Support Guide for New and Aspiring S151 Officers

Stepping into the role of a Section 151 Officer is one of the most significant transitions a finance professional can make in local government. It’s a role that demands not only technical excellence but also political acumen, emotional intelligence, and a deep understanding of governance. As the statutory officer responsible for the financial integrity of the council, the S151 is often the last line of defence the person who must speak truth to power, even when it’s uncomfortable.

This isn’t just a job it’s a leadership position that requires courage, clarity, and resilience. You’ll be expected to navigate complex political landscapes, manage competing priorities, and make decisions with incomplete information, all while maintaining the trust of members, officers, and the public.

To support those taking on this challenge whether for the first time or as a seasoned finance leader stepping into a new context we’ve gathered insights from experienced S151 Officers across the UK. These individuals have worked in counties, districts, unitary, and metropolitan councils. They’ve faced crises, led through transformation, and learned sometimes the hard way what it really takes to succeed in the role.

Their reflections are honest, practical, and deeply insightful. They speak of the importance of relationships, the realities of political decision-making, the need for personal resilience, and the value of knowing when to ask for help. They also highlight the common pitfalls that can trip up even the most capable professionals from underestimating the political dynamics to over-relying on technical expertise without building strategic influence.

This blog doesn’t attempt to cover everything. Instead, we’ve selected five of the most powerful and timely lessons that emerged from our conversations the insights we believe are most relevant in today’s climate of financial uncertainty, political complexity, and organisational change. These are not the only lessons worth learning, but they are the ones we hope will resonate most with those stepping into or aspiring to this critical role.

Whether you’re preparing for your first day, navigating a difficult decision, or simply needing reassurance that you’re not alone, we hope this resource offers clarity, confidence, and connection. It’s not a checklist it’s a companion. A reminder that while the role of S151 Officer is demanding, it is also one of the most impactful and rewarding positions in public service.

1. Understand the Shift from Management to Statutory Leadership

One of the most consistent and powerful reflections shared by experienced S151 Officers is this: the role is not just a step up in responsibility it’s a fundamental shift in mindset.

As a finance manager or deputy, your focus may have been on delivering services, managing teams, and ensuring compliance. But as a Section 151 Officer, you become a statutory guardian of the council’s financial integrity. You are no longer simply part of the management structure you are one of the three statutory officers, alongside the Chief Executive and Monitoring Officer, with a legal duty to ensure the council operates within the law and maintains sound financial stewardship.

This shift brings with it a new dynamic. You are now expected to challenge, to advise, and when necessary to say no. That can be uncomfortable, especially when working with elected members who are passionate about delivering for their communities. But your role is to ensure that ambition is grounded in financial reality and legal compliance.

“You have to think differently. It’s not just about making things happen it’s about asking, ‘How do we do this and keep the organisation safe?’”

Several contributors noted that this statutory lens requires a deeper understanding of governance, risk, and the political environment. It’s not enough to be technically competent you must also be strategically aware. You need to understand how decisions are made, who holds influence, and how to navigate the often ambiguous space between political aspiration and organisational capacity.

One S151 reflected that many officers step into the role without fully appreciating the weight of this responsibility or the extent to which they will be expected to interpret early warning signs, challenge capital investment decisions, and act as a counterbalance to political pressure.

Another noted that the role demands a new kind of confidence not just in your technical knowledge, but in your judgement, your communication, and your ability to hold the line when it matters most. This is not a role where you can simply follow instructions. It’s a role where you must lead with integrity, with courage, and with a clear understanding of your statutory duties. That leadership may not always be visible or celebrated, but it is essential to the health and resilience of the organisation.

2. Politics Isn’t Always Rational But It’s Real

One of the most important and often underestimated aspects of the S151 role is navigating the political environment. Several experienced officers we spoke to were candid about this: political decision-making doesn’t always follow the logic of a boardroom or the rigour of financial best practice. And that’s not a flaw it’s a feature of democratic governance. As a Section 151 Officer, your job is not to control political decisions, but to interpret, influence, and guide them. You are there to provide assurance, not to dictate outcomes. This requires a deep understanding of the political landscape not just the formal structures, but the personalities, priorities, and pressures that shape decision-making.

“Political decision-making doesn’t always follow a rational board. You need to understand the politics and give confidence to councillors and colleagues alike.”

This means developing political awareness not political allegiance. You must remain impartial, but not disengaged. You need to understand what motivates members, what they’re trying to achieve, and how your advice can help them get there in a way that is financially sound and legally compliant.

One contributor noted that many new S151s fall into the trap of trying to deliver exactly what members ask for, without stepping back to consider the statutory implications or long-term risks. Others highlighted the importance of building trust with members early not just with the portfolio holder for finance, but across the political spectrum.

Your credibility as a finance leader depends not only on your technical expertise, but on your ability to communicate complex issues clearly, calmly, and constructively. You’ll often be the person in the room who has to say, “We can’t afford that,” or “That’s not legally viable.” How you say it and how well you’ve built relationships beforehand can make all the difference.

This is where emotional intelligence becomes as important as financial intelligence. You’ll need to read the room, manage competing interests, and sometimes absorb frustration without taking it personally. As one officer put it, “You’re not just managing money you’re managing expectations.”

Understanding the political context also means recognising that timing matters. The same advice may land very differently depending on whether it’s budget season, pre-election, or during a crisis. Being attuned to these rhythms and planning your interventions accordingly is a skill that develops over time, but one that can significantly enhance your effectiveness.

3. Build Strong Relationships Especially with the Monitoring Officer

If there’s one relationship that can make or break your effectiveness as a Section 151 Officer, it’s the one you build with your Monitoring Officer (MO). Together, you form the ethical backbone of the organisation the statutory conscience of the council. When this relationship is strong, it becomes a powerful alliance for good governance, risk management, and organisational integrity.

“You’re both the eyes and ears of the organisation. Keep each other in the loop and play with a straight bat.”

Several contributors to this guide emphasised how critical it is to establish mutual trust, transparency, and open communication with your MO from day one. You are both tasked with protecting the organisation not just from financial or legal missteps, but from reputational damage, ethical breaches, and governance failures. That means you need to be aligned, informed, and willing to challenge together.

One S151 Officer reflected on the importance of recognising that while your roles are distinct, your responsibilities often overlap. You may be the financial conscience, and your MO the legal one, but your shared purpose is to ensure the council operates within the law, upholds the Nolan Principles, and serves the public interest. This relationship is also a source of support. When difficult decisions arise and they will, your Monitoring Officer can be a sounding board, a partner in risk assessment, and a co-navigator through complex political or organisational waters. Knowing who your “go-to” person is when something unexpected happens can make all the difference.

Another key insight was the importance of humility and restraint. One contributor warned against “waving the S151 badge around too much.” The authority of your role is significant, but it should be used sparingly and wisely. When you do need to invoke your statutory powers, it should be clear that it’s a last resort not a first move.

Ultimately, the strength of your relationship with the Monitoring Officer is a reflection of your leadership style. Are you collaborative? Are you open to challenge? Do you share information early and often? These are the behaviours that build credibility not just with your MO, but across the senior leadership team and with elected members. In a role where the stakes are high and the pressure is constant, having a trusted ally who shares your commitment to doing the right thing even when it’s hard is not just helpful. It’s essential.

4. Be Comfortable with Ambiguity

One of the most important and perhaps most uncomfortable truths about the S151 role is that you will rarely have all the information you want before making a decision. In fact, waiting for perfect clarity can be a risk in itself. The role demands that you become comfortable with ambiguity, able to make sound judgments based on incomplete data, and confident enough to act while still holding space for uncertainty.

“You won’t have all the information, so base your decisions on the data that you do have.”

This is especially true in politically charged or fast-moving situations, where decisions need to be made quickly and the consequences can be significant. You’ll often find yourself balancing competing priorities political ambition, financial prudence, legal compliance, and operational feasibility without a clear or obvious answer. One experienced S151 Officer described this as “finding the squares within the circles.” In other words, your job is to understand what elected members want to achieve, and then work out how to deliver the essence of that ambition in a way that is financially sound and legally defensible.

“Find the squares within the circles. What can you deliver from what members want? That’s where your value lies.”

This ability to interpret intent, reframe options, and offer constructive alternatives is a hallmark of effective S151 leadership. It requires not only technical skill, but also creativity, diplomacy, and emotional intelligence.

It also means being comfortable with risk not reckless, but realistic. You’ll need to develop a strong sense of professional judgment, grounded in your statutory responsibilities, and be prepared to stand by your decisions even when they’re unpopular. That’s not easy, especially when the pressure is high and the stakes are personal. But it’s part of what makes the role so critical.

Ambiguity also shows up in the day-to-day: unexpected issues, incomplete handovers, legacy decisions, and shifting political priorities. One contributor noted that the real challenge isn’t always what’s in the budget it’s what’s not written down, what’s assumed, or what’s been forgotten. Learning to ask the right questions, probe gently but persistently, and build a network of trusted colleagues can help you navigate these grey areas with greater confidence.

Ultimately, being comfortable with ambiguity is about mindset. It’s about accepting that you won’t always have the full picture and that’s okay. What matters is how you respond: with integrity, curiosity, and a commitment to doing the right thing, even when the path isn’t clear.

5. Resilience Is Non-Negotiable

If there’s one universal truth about the Section 151 Officer role, it’s this: it will test you. Personally. Professionally. Sometimes both at once. You will face moments of intense pressure from budget crises and political scrutiny to unexpected emergencies and ethical dilemmas. You’ll be asked to make difficult calls, often with limited information and under tight deadlines. You’ll be challenged, questioned, and occasionally misunderstood. And through it all, you’ll be expected to remain calm, clear, and credible.

“Don’t take things personally. You are one of the last lines of defence. Be the voice of reason.”

This advice, shared by one of the experienced S151 Officers we spoke to, captures the essence of the role. You are not just a finance professional you are a guardian of public trust. That means standing firm when it matters, even when it’s uncomfortable. It means being the person in the room who can say “no” when everyone else wants to say “yes,” and doing so with integrity and composure.

But resilience isn’t about being invulnerable. It’s about knowing how to recover, how to ask for help, and how to protect your own wellbeing while protecting the organisation. Several contributors spoke about the emotional toll the role can take especially when dealing with political pressure, organisational change, or the weight of statutory responsibility. That’s why building your own support network is so important. Whether it’s a trusted Monitoring Officer, a peer in another council, or a mentor who’s walked the path before you, having someone to talk to candidly and confidentially can make all the difference.

It’s also about self-awareness. Knowing your limits. Recognising when you’re running on empty. Giving yourself permission to pause, reflect, and recharge. Because the truth is, you can’t lead others effectively if you’re constantly running on fumes. Resilience also means learning from setbacks. Every S151 Officer has made mistakes what matters is how you respond. Do you reflect? Do you adapt? Do you grow? The most respected leaders aren’t those who never stumble they’re the ones who keep showing up, with humility, clarity, and a commitment to doing the right thing. In a role where the stakes are high and the margin for error is slim, resilience isn’t a soft skill it’s a survival skill. And it’s one you’ll need to nurture, protect, and prioritise throughout your career.

Conclusion: A Role Like No Other

The role of a Section 151 Officer is unlike any other in local government. It demands a rare combination of technical expertise, political awareness, ethical clarity, and personal resilience. It’s a role that can feel isolating at times but you are not alone. The insights shared in this blog represent just a small selection of the wisdom gathered from experienced S151 Officers across the UK. We’ve chosen five of the most powerful and relevant reflections for today’s context but there are many more lessons to be learned, and many more voices to be heard. If you’re a current or former S151 Officer and would like to share your own reflections, advice, or lessons learned, we’d love to hear from you. Your experience could make a real difference to someone just starting out in the role.

Please get in touch with us at info@truthaboutlocalgovernment.com to contribute to this growing support resource.

Together, we can build a stronger, more connected community of finance leaders one that supports each other through the challenges, celebrates the wins, and continues to raise the bar for public service leadership.