Stepping into the Monitoring Officer Role: Insights from Natasha Taylor

With Local Government Reorganisation and Devolution becoming increasingly central to discussions, the role of the Monitoring Officer has never been more crucial in navigating uncertainty. As a result, the position of Deputy Monitoring Officer (DMO) is evolving, with many professionals considering when to take on the statutory responsibilities of a full-fledged Monitoring Officer (MO).

In my role at Tile Hill, I regularly speak with DMOs and senior members of Council legal teams. A common question that arises is: When is the right time to step into my first Monitoring Officer role?

To provide insight, I reached out to several current and former Monitoring Officers across England to gather their advice for those looking to take the next step. I recently met with Natasha Taylor, Monitoring Officer at Central Bedfordshire Council. Natasha started her local authority career at Rutland County Council as a Corporate Support Coordinator in 2012, moving to a Governance Manager position in 2017. Natasha took on her first DMO role while at Melton Borough Council in 2019. She was appointed the MO at Central Bedfordshire Council in January 2025, having held the position on an interim basis since May 2024.

Understanding the Role

The statutory functions of the Monitoring Officer (MO) are well established, with new guidance emerging on the horizon. However, as Natasha highlights, these responsibilities can vary significantly between authorities. In many councils, the MO role extends beyond core legal and governance functions to include areas such as information governance, audit, oversight of wholly owned companies, elections, and democratic services. For Deputy Monitoring Officers (DMOs) considering stepping up, Natasha advises reflecting not only on the statutory responsibilities but also on how the MO operates within the specific context of their authority. Considerations should include organisational culture, reporting lines, senior leadership dynamics, the political makeup of the council, and the nature of the authority itself (e.g. unitary, district, county). External factors also shape how the role is delivered and how stakeholders interact with both the MO and DMO.

Natasha has observed instances where both the MO and DMO are asked the same question by stakeholders, likely to test whether they provide consistent responses. In areas where there is no clear-cut answer, it’s vital that the MO and DMO collaborate closely to agree on a consistent, compliant approach. Natasha also emphasises the DMO’s role in constructively challenging the MO, offering a fresh perspective and helping to avoid unexpected issues emerging in meetings.

Managing Resources and Workloads

A recurring theme in our conversation was the challenge of resourcing. With workloads increasing, MOs are under pressure to manage a growing number of responsibilities. Natasha points out two key implications of this:

1. Reduced collaboration – With less time available, MOs and DMOs may have fewer opportunities to work closely together. This can hinder the DMO’s development, particularly in areas where they are not directly involved.
2. Competing priorities – MOs are often tasked with overseeing additional service areas, all while maintaining a firm grip on the legal and governance implications of council decisions.

Natasha recommends being clear about what cannot be deprioritised, managing your time carefully, and setting clear boundaries around what falls within the MO’s remit. Her advice? “Be robust and push back.” She also encourages seeking external support where needed—whether from legal firms, peers in other authorities, or consultants—reminding aspiring MOs that “you’re not expected to be an expert in everything.”

Handling Member Complaints

One of the most sensitive statutory responsibilities for MOs is handling complaints against elected members. Natasha stresses the importance of having clear, well-structured arrangements in place. At Central Bedfordshire, these arrangements were recently updated, but she continues to keep them under review to ensure they are accessible and easy to follow.

Where possible, resolving complaints informally is preferred. Natasha notes that support from key elected members is essential to uphold the integrity of the process. Although there are growing calls for more robust sanctions, each complaint is unique, and nuanced handling is often required. Human nature, interpersonal dynamics, and political sensitivities can all influence outcomes.

For DMOs involved in this work, Natasha recommends being cautious and consistent in the advice you provide. Ask yourself, “If a similar issue arose in future, would I give the same advice?” Keep a record of advice given to ensure transparency and avoid contradictions. And perhaps most importantly, “Stand by what you know to be right, even if it’s unpopular.”

We also discussed the MO’s role in scrutiny and decision-making—especially pertinent in Central Bedfordshire. While the Statutory Scrutiny Officer holds formal responsibility, elected members often look to the MO due to their overarching governance role. Natasha believes MOs can help raise the profile of the Scrutiny Officer, particularly in politically sensitive environments such as councils with no overall control. In such cases, revisiting scrutiny procedures and protocols can help reset and strengthen the function.

Sector-Wide Challenges

Devolution and LGR continue to dominate agendas. For MOs, keeping abreast of legislative changes and adjusting internal processes accordingly is a major challenge.

Natasha also raised concerns around capacity within the profession. There is a shortage of MOs seeking permanent roles, with many experienced officers opting for interim positions. So how can authorities address these gaps?

Her suggestion: get creative. Grow-your-own schemes and targeted development programmes can help develop future leaders and embed specialist knowledge in-house. Interestingly, Natasha wasn’t legally qualified when she first became a DMO—but has since obtained her qualifications. From her perspective, gaining legal credentials has helped her better understand the context in which she operates. Even in councils with in-house legal teams or shared services, the MO still needs sufficient legal understanding to provide effective oversight.

Preparing to Step Up

For DMOs thinking about taking the next step, Natasha strongly recommends making the most of every opportunity to act up in the MO’s absence. These are valuable moments to gain experience and reflect on areas for growth.

One tip: keep a log of the advice you would have given during those periods and share it with the MO for feedback. Some responsibilities—such as complaint handling or constitutional reviews—can also be delegated to the DMO under the MO’s supervision.

Natasha also encourages DMOs to actively engage with colleagues and stakeholders across the organisation, and to make use of sector-wide learning opportunities. The LLG Governance Conferences and Regional Meetings are excellent for professional development and building networks. With devolution and LGR prompting greater regional collaboration, there are more opportunities than ever to share knowledge and best practice.

Final Words of Wisdom

As our conversation drew to a close, Natasha shared the most valuable advice she received before becoming an MO:

“You’ll never be ready—you just have to take that leap.”

For DMOs aspiring to move into the MO role, it’s not just about being ready on paper. It’s about being willing to grow into the responsibility, seek support, and stay grounded in sound judgement, collaboration, and integrity.