FROM THE MAYOR... Lessons Learned
 I currently serve as First Vice President of the Illinois Municipal League, which is a statewide association representing 1,114 Illinois cities and villages. The League serves as a voice of Illinois municipalities in matters of common interest and on issues before the Illinois General Assembly, Congress, and state and federal regulatory agencies. One of the many services the League provides its membership is
access to a monthly publication called the Illinois Municipal Review. Articles in the magazine contain useful information that is designed to assist local government leaders in keeping abreast of current trends.
The May 2008 issue featured an article written by Gregory S. Mathews who is currently an attorney with the law firm Ancel Glink, but was formerly village president of Glen Ellyn. The title of the article is Ten Lessons Learned by a Former Elected Official. While space does not allow me to share all of the ten points made in the article, I would like to share a few of them with you.
In the article, Mr. Mathews states “Ah, if I only knew then what I know now”. Having served as O’Fallon’s Mayor for over eleven years, I have certainly experienced many types of issues and dealt with many diverse people over that period of time. I am in complete agreement with Mr. Mathews that I wish I had known from the beginning what I know now.
The first lesson learned is that there is a big difference between the public’s perception of the mayor’s power and reality. The only real power I have as mayor is the power to persuade. Often, mayors find that they lack the unbending support of all city council members. Getting elected mayor is one thing, but accomplishing the goals that you would like to accomplish requires a majority of council members to share and support those goals. The ability to persuade the majority of other elected officials to join in, whether by reason, compromise, personality or sheer force of will is where mayors find the power and authority to move forward with their goals.
The second lesson learned is that a mayor should not be a vocal proponent of every decision. Typically, a city council member will vocalize a position on an issue and the mayor and other council members assist in bringing the issue to a final conclusion. The mayor’s role is to help guide others to the conclusion rather than championing the cause.
The third lesson learned is that ordinary citizens have never read the Tort Immunity Act. There is a misconception between what a community’s citizens assume their government is doing to shelter their lives and what that government is capable of or obligated to do under the law. Many assume that no rainstorm should ever cause flooding on their property and no car should ever leave the roadway and cause injury or damage unless the town has failed to intervene. This misaligned assumption tends to foster lawsuits. The protections afforded to municipalities under the Tort Immunity Act are based in legislative acknowledgment that most municipalities lack the financial and physical ability to anticipate and remedy all ills. This is why the City is immune from suit for failing
to enact or enforce a building code ordinance, for issuing a building or grading permit, for negligently conducting an inspection on private property or for failing to erect a new traffic sign. Mayors must understand the Tort Immunity Law so that they do not falsely assure residents that all of their losses will be covered.
The fourth lesson learned is that the time spent on an issue is often inversely proportional to its importance to the entire community. During my tenure as mayor, I have found that the issues that create the most deliberation between city council members, and take the most time to resolve, actually have little or no impact on the majority of residents in town. For example, a resident attended a city council committee meeting and requested help in replacing her sewer line that had failed. Even though the line was installed years ago, she claims the line was not properly installed by the contractor who built her home and the home next door to her. While there was very little the City could do to assist her and her neighbor in fixing their problem, a large amount of time was spent by
council members deliberating the issue.
I have learned numerous lessons during my eleven years serving as your mayor, and it has been a very rewarding experience for me personally and professionally. It is an honor to serve you, and I appreciate being given the opportunity to work for the residents of O’Fallon. I am willing to meet one on one with anyone who has a concern about any issues related to our city. I welcome your suggestions and comments and encourage you to contact me at 624-4500. It is through your input and dialog on important issues that we will make O’Fallon an even better place to live and work.
Gary L. Graham
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