New mayors have a significant need for specific information about their responsibilities soon after taking office, particularly in economic development, media relations, budgeting, and public safety, according to a survey of the mayors of 20 medium to large-sized cities in Illinois.

The survey, conducted by the writer, was a research project in Educational Administration in the graduate school of Illinois State University.

As a former two-term mayor of a medium-sized (40,000 population) city, it was readily apparent that there were few sources of comprehensive, yet concise information about the multiplicity of responsibilities which mayors have. There are no colleges offering degrees for a mayor and those which have major fields in public administration do not cover all of the aspects of this very special position of chief executive officer for a multi-million dollar, many faceted corporation, which is what a city is.

Yet, cities across the nation regularly elect persons with little if any experience in the leadership, technological, financial, public safety or other aspects of the mayoral position, factors which have dramatic impacts on the lives and well-being of their citizens.

The mayor's position should not be one of on-the-job training, but that is what it is, even if the new mayor has been a member of the city council prior to taking the mayor's office.

In order to determine if a sampling of experienced mayors shared this concern, the survey instrument, covering 87 areas of mayoral responsibilities, was drafted and sent out to mayors of cities ranging from 19,000 to 140,000 population in Illinois. Chicago was not included because of its sheer size of nearly three million, which results in a substantially different role for the mayor.

One of the goals of the survey was to determine if some form of manual for mayors was appropriate for preparation and whether municipal organizations, such as the Illinois Municipal League, could expand their assistance to new mayors with regularly-scheduled comprehensive seminars, over a few days' time, providing critically-needed background for these new municipal chief executives. The survey findings might prove to be a helpful basis in focusing future seminars for public officials which the League currently offers.

The survey of Illinois mayors shows conclusively that such assistance is greatly needed.

Significantly, of the 87 areas of mayoral responsibility listed in the questionnaire, there was not one for which a majority of the respondents felt there was no need for informational help.

The role of the mayor in economic development was cited as a "great need" in 89 percent of the respondents. Eleven percent cited "some need" and none felt there was no need for economic development informational help.

In the related "marketing of the city," a part of economic development, 78 percent saw this as "great need," and 22 percent as "some need."

The Open Meetings Act in the State of Illinois requires discussions by public bodies to be open to the media and public except in specified cases involving personnel, land acquisition, collective bargaining matters, and litigation. Seventy-two percent of the mayors saw the Open Meetings Act as a matter of great need for information and 28 percent as "some need."

Media relations were obviously of concern, because 66.6 percent felt that new mayors had a major need for preparation in how to respond to media in a crisis, and 61 percent cited a great need in the conducting of media interviews.

More than 80 percent of the mayors saw great or some need for backgrounding on public safety matters, ranging from police performance measures to police community relations to riot control methods.

One of the largest responses for "great need" for information, 83 percent, was for the mayor's role as liquor commissioner, a position that under Illinois law

January 1988 / Illinois Municipal Review / Page 13

gives the mayor sole responsibility in licensing and penalty matters, unless the local council deems otherwise.

The mayor's role in a major disaster also was cited by the full 100 percent as some or great need.

Budget, financial and taxation matters also drew heavy response including: budget preparation, 72 percent great need; tax levies and tax rates, 67 percent; and analysis of costs and benefits in economic development 66.6 percent.

Other areas that received significant majorities of great need for information include: General responsibilities of mayor; responsibilities of the city manager (some cities did not have a manager); city planning; labor relations; longrange capital planning; relationships with departmental heads; sales tax alternatives; zoning; and bonding for improvements.

Cities whose mayors responded to the survey, which was sent out in November, 1987, were: Alton, Arlington Heights, Aurora, Belleville, Bloomington, Champaign, Decatur, DeKalb, Elgin, Galesburg, Macomb. Normal, Pekin, Peoria, Quincy, Rock Island, Rockford, Springfield, Urbana and Wheaton.

The finding from the survey is that new mayors need assistance in preparing them for their highly complex jobs. Given the high turnover rate in mayors, any such programs developed to meet this need should be on a continuing basis, at least every two years.

AREAS OF NEEDED INFORMATION FOR NEW MAYORS
	No Need	Some Need	Great Need
General
Responsibilities of Mayor	0	17%	83%
City manager's responsibilities	6%	22%	72%
Relationship with dept. heads	6%	39%	55%
Relationship with Council	11%	22%	67%
Conduct of Council Meetings	6%	61%	33%
Role in Disasters	0	41%	59%
Employee evaluations	17%	39%	44%
Labor Relations	0	39%	61%
Community beautification	11%	67%	22%
Dealing with job stress	22%	50%	28%
Fiscal Management
City budget preparation	0	28%	72%
Investment of city funds	0	83%	17%
Tax levies and tax rates	0	33%	67%
Sales tax alternatives	6%	44%	50%
Utility tax	12.5%	62.5%	25%
Special district taxation	11%	55%	33%
Capital equipment sinking funds	16.6%	66.6%	16.6%
Bidding requirements	11%	16.6%	22%
Safeguards for city funds	6%	55%	39%
Voucher systems	28%	55%	17%
Computerized ledger systems	29%	59%	12%
Capital Improvements
Street construction methods	28%	50%	22%
Bonding for improvements	6%	44%	50%
Selecting an architect	17%	72%	11%
Engineering, in-house, consulting?	11%	61%	28%
Water supply and treatment	6%	61%	33%
Sewers and storm drainage	6%	61%	33%
Longrange capital planning	5.5%	27.7%	66.6%
Public Works
One or two-person garbage trucks	31%	63%	6%
Waste removal technology	16.6%	66.6%	16.6%
Land fill and waste disposal	5.5%	66.6%	27.7%
Bulky waste removal	17%	72%	11%
Sewer televising for testing	22%	72%	6%
Sewer sizing for development	38.8%	44.4%	16.6%
Illegal sewer connections	16.6%	61%	22.2%
Problems of combined sewers	6%	76%	18%
Storm detention basins	5.5%	66.6%	27.2%

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January 1988 / Illinois Municipal Review / Page 15