Local government has long been held to account for financial performance and decision making. But how does leadership react during such exceptional financial crisis under the glare of media scrutiny? What behaviours make the difference in achieving turnaround on a massive scale? We talked to Woking BC to gain their insights following its section 114 notice in June 2023 and subsequent road to recovery.
The notice, which formally declared the council's inability to meet its expenditure commitments, was issued just weeks after the Government had commenced its intervention at Woking through the appointment of commissioners. It also marked a line in the sand, a public admission that the system had broken and that business as usual was no longer an option. The journey that followed has been long, complex, and at times uncomfortable. But it is underway.
Following the notice, in 2024 the council partnered with GatenbySanderson and appointed a new s151 officer, Stephen Fitzgerald, and deputy s151 officer, Brendan Bradley, to lead the next phase of its response. Their remit was to work collaboratively with central government commissioners and the corporate leadership team to stabilise the council's finances, rebuild internal capacity, and lay the foundations for long-term recovery.
In this article, they reflect on the challenges they've faced, the progress made, and the scale of the work that still lies ahead.
‘There's often a reluctance in local government to admit when external help is needed,' says Fitzgerald. ‘But if we want to deliver for residents, we must be honest about what it takes.
‘Too often, councils obscure the nature of external appointments behind vague language. Woking took a different approach. It didn't just accept external support; it embraced it. The council openly acknowledged the need for specialist expertise and integrated it transparently into the recovery plan. There was no spin, no euphemism – just clear-eyed recognition that the scale of the problem demanded a different kind of response.'
Clearing the backlog: capacity, communication and culture
One of the most immediate and daunting tasks was clearing a significant backlog of unaudited accounts, six years' worth in a single year.
‘While we had brilliant team members working on the accounts, we simply didn't have the capacity to deliver at that scale,' Fitzgerald and Bradley explain.
This wasn't a reflection on the quality of the team. The challenge was unprecedented, and the risk of burnout was real. The leadership team made a deliberate decision: bring in experienced external professionals to work alongside permanent staff, not to replace them, but to protect them and help them succeed.
But technical support alone was not enough.
‘We needed to raise the profile of the exercise across the organisation,' they continued. ‘We launched a communication campaign to help everyone – from officers to elected members – understand that proper accounting is not a back office function. It is central to the financial health and credibility of the council.'
This internal engagement helped shift the narrative from one of crisis to one of shared responsibility. It also laid the groundwork for a more strategic approach to financial management, one that prioritises transparency, accountability, and long-term planning.
Leadership under pressure: visibility, empathy and accountability
In a high-stakes environment, leadership style can make or break a team. For the finance leadership at Woking, visibility and empathy were key.
All senior managers made a point of being on site, rolling up their sleeves, and being present, Fitzgerald and Bradley recalled: ‘We met in person every Monday. Virtual meetings have their place, but in a situation like this, nothing replaces face-to-face engagement.
‘This wasn't about being traditional for tradition's sake. It was about doing what the moment demanded. In a crisis, presence matters.'
They also focused on building a sense of shared purpose across the finance team. Away days, team meetings, and involvement in corporate projects helped maintain morale and momentum.
‘We made sure to empathise with staff who were facing challenges, but we also didn't shy away from addressing underperformance. It's about balance – supporting people while holding them to high standards.'
This approach helped foster a culture of resilience and accountability, qualities that are essential in any turnaround effort.
Lessons for the sector: strategic focus and human leadership
For finance leaders stepping into similarly complex roles, the advice from Woking's leadership is clear: stop pretending everything is fine when it isn't.
Understand the business. Concentrate on objectives first and process second. And above all, value your team.
Fitzgerald and Bradley also emphasised the importance of strategic thinking.
‘It's easy to get bogged down in the detail, but you have to keep your eye on the bigger picture. Focus on the strategic financial position, not just the pennies.
• Recruit with care: The right people make all the difference.
• Collaborate widely: Work closely with senior colleagues, members, and commissioners.
• Communicate effectively: Be accessible, empathetic, and clear.
• Streamline processes: Otherwise, you'll be overwhelmed.
• Build personal resilience: Pace yourself. These roles are marathons, not sprints.'
Feedback from residents and taxpayers is vital. It keeps us grounded and focused on what really matters.
It's so easy to forget residents and communities when you are dealing with the size and scale of crisis present in Woking. It's critical that you don't.
The future
While significant progress has been made, the leadership team is clear: the work is far from done: ‘We've laid some important foundations, but we're still in formal intervention.'
There's a huge amount still to do.
• Resolving Woking's outstanding debt – a critical step in restoring financial sustainability
• Balancing the books – across the general fund, housing revenue account, and capital budgets for 2026-27
• Setting a fair and policy-aligned council tax – ensuring fiscal responsibility while protecting residents
• Building a permanent, high-performing finance team – moving from interim support to long-term capability
• Strengthening governance and systems – preparing Woking for financial devolution and beyond.
‘If we achieve these ambitions,' Fitzgerald and Bradley said, ‘Woking BC will be recognised not just for recovering from crisis, but for becoming an exemplar of good practice in finance, management, and leadership. But we're not there yet – and we're not under any illusions about the scale of the challenge ahead.'
A strategic turnaround in progress
Fitzgerald and Bradley conclude: ‘We feel genuinely proud and privileged to have supported the initial process.
‘The journey of Woking BC is far from over. The progress made so far is a testament to the power of strategic leadership, collaborative culture, and a relentless focus on outcomes. But the road ahead remains steep, and success will depend on sustained effort, continued collaboration, and a clear-eyed view of the challenges still to come.'
For the wider sector, Woking's experience offers a wake-up call. In times of crisis, technical expertise is essential – but it's strategic clarity, human leadership and a willingness to confront uncomfortable truths that truly drive transformation.
Kembi Coakelin is a consultant in GatenbySanderson's local government practice
