Illinois Politics by Winkel Richard J. & Gove Samuel K & Nowlan James D

Author:Winkel, Richard J. & Gove, Samuel K & Nowlan, James D.
Language: eng
Format: epub
Publisher: University of Illinois Press
Published: 2010-10-01T00:00:00+00:00

Links to Agencies and the Legislature

Executive assistants based in Chicago and Springfield provide the governor with primary day-to-day linkages with more than sixty state agencies, including many not under his direct control, such as the state boards of education and higher education. The executive assistants are also the chief executive’s eyes, ears, and voices in relations with interest groups, the legislature, and citizens. Each has an area of policy and management responsibility such as education, human services, or economic development.

Executive assistants try to increase cooperation among agencies and often have to mediate disputes among them. Agencies often have narrow responsibilities that overlap with those of others. Children’s services, for instance, are delivered by several agencies, including the Departments of Children and Family Services, Healthcare and Family Services, and Human Services and the State Board of Education. Regulation of drinking water is shared by EPA and the Department of Public Health. Public Health shares responsibility for inspecting and certifying nursing homes with the Departments of Labor, Financial and Professional Regulation, Healthcare and Family Services, and Human Services, along with the State Fire Marshal.

The governor and his staff face even stiffer challenges in maintaining effective relationships with the General Assembly. The legislature must enact substantive legislation—much of it proposed by the governor and his agencies—and pass the annual budget. The legislature also oversees the executive branch through committee hearings, biennial audits by the auditor general, and review of agency rule-making by the Joint Committee on Administrative Rules. The legislature thus maintains a presence in virtually every area of executive branch activity, which makes good relations with lawmakers crucial to the success of a governor’s tenure.

It is not surprising that a governor will often select a former lawmaker or legislative staff member to supervise his legislative office. For example, former legislator Jim Edgar, before serving as secretary of state and as governor, was director of Governor Thompson’s legislative office. Familiarity with the members of each house, their personalities, and the politics of their districts is essential if the head of legislative affairs is to be an effective strategist for the governor.

Generally, the legislative office lobbies for passage of the governor’s budget and other initiatives and works against bills that would be politically embarrassing for the governor to sign or veto. The legislative office channels information about legislative developments back to the governor and other members of the governor’s staff, serves as a contact point for legislators who wish to deal with the governor or an agency, and provides legislative advice to other gubernatorial staff and agencies.

In order to be effective, the office must develop a close working relationship with the leaders of the governor’s party in each house of the legislature. The staff must work through the leadership in selecting sponsors for administration bills, communicating the governor’s position with regard to major legislation, scheduling legislative activity, and developing overall legislative strategies. Because much legislative work is done in committee, the staff must also work closely with the committee chairs and the minority spokespersons.

The governor maintains a traditional lawyer-client relationship with the lawyers on his staff.

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