The role of s151 officers in Levelling Up programmes

Your role as an s151 officer

As s151 officer, we expect you and your team to be actively involved in the delivery of Levelling Up programmes. This recognises that your role spans all stages, from investment plan and business cases stages, through to delivery and monitoring and evaluation. We recognise that each s151 officer will be dealing with a unique package of Levelling Up programmes, with each funding element aligned to the requirements of the funding programmes and/or rounds included.

We recognise that it can be difficult to take a step back and consider how your involvement as s151 officer has worked to date, and to identify any areas for strengthening and improving. We are mindful that these are unprecedented times for local government finance, and at this time of year between budget setting and year end, this stark reality is at the forefront of your mind.

To at least provide a start point, when considering your involvement in the delivery of Levelling Up programmes, we suggest that you break down your role into four broad areas – answering the following questions in each case to help you determine what you need to do.

Strategic leadership role:

What is your role in the collaboration between key stakeholders, Boards where relevant, the accountable body, and other partners, and how will you ensure that your role is understood by each interested party?
How does the local Levelling Up programme fit with your leadership role in successfully delivering against the authority’s overall vision, strategies and plans?
How will you work in partnership with the local authority leadership, established and emerging governance mechanisms and external partner bodies, to maintain a strong and fit for purpose governance and assurance framework?

Statutory assurance role:

What is your role in the assessment of social, environmental, and economic value, benefits, outputs and outcomes, wrapped up in value for money conclusions?
What is your role in ensuring that the conditions in the related Head of Terms and Grant Offer letters are recognised, managed and met?
What measures do you need to put in place, so that you are able to provide an independent view of business cases and delivery plans?

Programme delivery role:

How are you and your team involved in the delivery programme for both the development of business cases and for project delivery?
What management, financial and administrative processes have been implemented to manage the funding profile and for third-party project leadership and delivery?
What is your role in the monitoring and evaluation requirements for each funding stream and how does this fit with your role in the local monitoring and evaluation approach?

Risk management role:

How has the accountable body’s risk management framework been adapted to accommodate the requirements of all funding programmes covered locally?
What controls have been put in place to ensure that delivery is in line with the delivery plan where possible, and do you feel they are adequate based on progress to date?
What is your role in escalating delivery and financial difficulties, where risk mitigations have proven to be insufficient?

Please look out for further guidance on the s151 officer role and other associated subjects – we are aiming to focus on the approach to newly announced funding programmes/rounds and project assurance and sign-off in the coming months. Please do let us know if there are any other subjects you would like us to cover.

Lisa Quinn has 27 years experience in local government, including holding the position of S151 Officer at two different councils, and 9 years experience in public sector consultancy. She brings in-depth knowledge of Local Government business planning, capital strategy, regeneration finance strategy, financial planning, governance and development of strategic business cases.

If you have any questions on this topic, or would like support, please contact your Delivery Associate, or email DeliveryAssociatesNetwork@Arup.com