Former mayor looks back to look forward
Staff writer
In 1977, Peggy Blackman stepped into a role that would shape Marion for decades. Today, she warns that the city’s government has grown distant from the people it serves — and that the consequences are visible in civic engagement and community trust.
“I thought it was ridiculous,” Blackman recalled of her initial decision to run. “But I accepted, and I enjoyed every minute of every hour that I was mayor.”
Her nine-year tenure, from 1977 to 1986, unfolded under a three-member commission form of government.
Each commissioner oversaw specific city departments, and weekly meetings were held in public, often stretching for hours.
The structure emphasized accessibility, transparency, and direct engagement with citizens, she said.
“We met every single Monday,” Blackman said. “We met directly with department heads. We were open to the public, and people knew exactly when and where decisions were being made. There was no guessing. If you had a problem, you knew who to talk to and when.”
The system, she said, created a sense of shared responsibility. Citizens could attend meetings, ask questions, and watch the decision-making in real time — making leaders accountable and giving residents a real voice.
“People felt connected,” she said. “They knew they had a voice. And that connection mattered.”
Over the years, Marion’s city government has evolved. Today, a five-member council, supported by a city administrator and expanded staff, governs the city.
Blackman acknowledged that professionalism and additional resources have benefits, but she warns of a hidden cost.
“They’ve added staff and expertise, and that’s important,” she said. “But I guess I feel we were more approachable. If a citizen had a problem, they knew directly whom to go to. Today, you go to the city manager, and I don’t feel it’s as personable. People are slipping through the cracks.”
For Blackman, the change reflects a broader decline in civic engagement. Fewer residents participate, and younger generations often are unaware of their influence on local policy.
“Younger people often don’t realize their voice matters,” she said. “When citizens don’t participate, decisions happen without them — and that affects everyone.”
She stresses that fostering civic knowledge in youth is essential. Opportunities to observe meetings, volunteer, or contribute to initiatives teach lessons in leadership, accountability, and responsibility.
Leadership, she insists, requires accessibility and humility.
“Just because you go to a meeting doesn’t mean you’re leading,” she said. “You have to be present, involved, and accountable — or the community suffers.”
Despite the challenges, Blackman remembers her tenure with pride. Daily problem-solving and working directly with residents made public service rewarding.
“Anyone who will step up and do it deserves credit,” she said. “You have to be a politician to get the job done, and it’s not easy. But it’s important work, and it can be very fulfilling.”
Looking at Marion today, she sees both challenges and opportunities. Economic development limitations, workforce shortages, taxes, and long-standing water quality concerns persist. Yet Marion’s location, history, and small-town character remain strengths.
“Every small community has its own charm and significance,” she said. “But you have to sell yourself. You have to promote your history, your values, and what makes you unique. That’s how you attract people, resources, and investment.”
She urges leaders to cooperate beyond city limits.
“One of the most important things an elected official can do is get outside of the city limits,” she said. “Find out what others are doing and how it might help your community. We don’t exist in isolation. Learning from others and building partnerships is key to success.”
Blackman also notes shifts in civic culture. Technology connects people, but it cannot replace in-person engagement.
“Emails, social media, and online meetings have their place,” she said. “But nothing replaces the value of sitting in a meeting, asking questions, and being seen. Real engagement happens face to face.”
Her advice for future leaders is clear and uncompromising: accessibility, transparency, and humility. Leadership is service, not status.
“Be present. Listen. Take concerns seriously. Leadership isn’t about being in charge; it’s about serving your community,” she said.
Even decades after leaving office, Blackman stays involved, particularly when transparency and citizen input are at stake. She believes strong civic engagement is essential to Marion’s future.
“I always have hope,” she said. “I look forward to opportunities still being available and taken advantage of. Our community has the capacity to grow, to thrive, and to be a place people are proud to call home. That’s always been the most rewarding part of living here.”
Blackman’s experience, spanning nearly a decade of elected service and continued civic participation, underscores the importance of citizen involvement. Her reflections remind residents and leaders alike that government works best when it is approachable, accountable, and attentive to the people it serves.
From her unexpected election to her ongoing civic engagement, Blackman’s story is a testament to the power of local leadership and the consequences when government grows distant from the people it serves.