Stepping up into the Monitoring Officer role: Insights from Michael Graham

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. My second conversation in this series was with Michael Graham, Assistant Director (Legal and Democratic) and Monitoring Officer at Reading Borough Council. With 23 years of experience across local government in and around Surrey, Michael is a well-established leader in the field.

Roles and Responsibilities

For Michael, one of the key distinctions between the Deputy Monitoring Officer (DMO), Legal Service Lead, and Monitoring Officer (MO) roles is the level of accountability. Although the day-to-day responsibilities might seem similar, the MO is ultimately accountable for the service domain, investigations into member complaints, and other governance-related issues, all while maintaining a strong line of communication with the Corporate Management Team. Michael emphasises that the MO role also involves significant decision-making responsibilities, which can be difficult to delegate, particularly when managing poorly scoped projects involving committees and cabinet members.

Michael highlights that capital projects, which often consume up to 90% of a council’s budget, frequently pass through the legal service. As project management evolves, Legal Services finds itself more involved, sometimes leading to chaotic workflows that generate increased questions from auditors and subsequent delays in project delivery.

For those aspiring to become MOs, Michael's advice is clear: "Identify the problems." In his experience, Legal Services is often the recipient of complaints about project delays and difficult questions. Communication is key, and MOs play a critical role in supporting colleagues and fostering a collaborative team environment.

Handling Complaints and Governance

A central aspect of the MO role is managing complaints against elected members—a challenging responsibility, especially for DMOs who are looking to step up. Michael encourages a sensible and pragmatic approach. While the MO must always remain accountable to the Code of Conduct, it’s important to recognise that elected members are volunteers, often facing pressures from multiple directions. Keeping an open mind and advising members on how to navigate challenges is crucial.

Importantly, not every complaint needs to escalate into a formal investigation. Michael suggests that, when appropriate, seeking advice from others or acting as a strategic advisor may be the best approach. However, he notes that the Council’s culture will often influence this decision-making process. Regardless of the approach, the MO’s primary responsibility is to protect both councillors and the public—a duty that should guide every decision.

Leadership and Relationship-Building

When asked about the key leadership skills needed to thrive in the MO role, Michael highlighted several important attributes. While attention to detail and an understanding of the broader goals of the Council are valuable, relationship-building, rapport, and empathy are equally crucial. As an MO, understanding the challenges others face and addressing them appropriately on a case-by-case basis is vital.

For DMOs looking to transition into the MO role, Michael suggests spending time in the right environments—attending Corporate Management Team meetings, participating in Strategic Board discussions, and making yourself known to councillors as someone who can be relied upon in the absence of the MO. While technical competence is essential, a deeper understanding of corporate dynamics and the political landscape is equally important for success.

Additionally, Michael believes that DMOs should invest time in developing skills like persuasion, relationship-building, and strategic thinking. In his own case, Michael is working with executive coaching to help his DMO understand their working style, strengths, and weaknesses. This approach was rolled out to other senior leaders in his previous role, demonstrating the value of personal development.

The sector would benefit from a more structured approach to succession planning, where existing MOs collaborate with DMOs to provide insights into the role, and where leaders from across local government contribute their expertise. Michael also recommends the Strategic Leadership in Local Government course offered by the Local Government Association (LGA) for those aspiring to leadership roles in the public sector.

Sector-Wide Issues

Recruitment and retention within legal services continue to pose challenges in local government. A well-functioning legal team is essential for the MO role, but the sector faces increasing difficulties as experienced lawyers leave for the private sector. Michael acknowledges that MOs must find innovative solutions to resourcing issues, particularly in the context of growing capital projects.

One potential solution Michael proposes is adjusting salary scales to better compete with the private sector, particularly for technical specialists who may not be interested in progressing to the MO level. Additionally, cultivating talent pipelines is critical. Encouraging the development of apprentices, trainee solicitors, pupil barristers, and forging partnerships with universities can help councils "grow their own" MOs, ensuring a more sustainable workforce in the future.

Advice for Aspiring MOs

When reflecting on his own transition into the MO role, Michael wishes someone had emphasised the value of a strong professional network. "Rely on your network, it will serve you well," he says. Networking within the MO community provides support, offers insights into how services can be improved, and helps navigate the challenges unique to this position. For Michael, relying on a network of trusted colleagues has been a crucial element of his success—and it’s advice he believes all aspiring MOs should take to heart.