By: William Jones

When asked what “client-centric” really means in municipal law, James Vasselli does not reach for buzzwords. In his view, the phrase only has value if it translates into clearer decisions, smoother operations, and better outcomes for the communities local governments serve.

After more than two decades advising municipalities across Illinois, Vasselli describes client-centric work as outcome-driven rather than performative. Local governments, he explains, do not need abstract legal theory or carefully hedged memos. They need legal guidance that fits how government actually works—under pressure, in public, and often with limited margin for error.

What follows reflects how he describes that approach in practice.

Start With the Outcome, Not the Statute

Vasselli notes that many legal engagements begin with a deep dive into statutes and case law. While that foundation is necessary, he believes it is rarely sufficient.

The first question, he says, should always be: What is the municipality trying to accomplish?

That outcome might be safer streets, a defensible development decision, consistent code enforcement, or clearer direction for staff. Once that objective is defined, the legal analysis is built to support it.

A memo that only recites the law may be accurate, but accuracy alone does not move a decision forward. In Vasselli’s view, legal advice is incomplete unless it clarifies the path ahead for both elected officials and staff.

Solving the Whole Problem, Not Just the Legal Piece

In describing past matters, Vasselli often points to situations where the narrow legal issue was not the real challenge. Code enforcement disputes, zoning decisions, or compliance questions frequently carry broader implications for public trust, staff consistency, or long-term planning.

In one such matter, rather than limiting the response to enforcement, the approach included:

• Clear internal guidance so staff could apply standards consistently
• Public-facing explanations to reduce confusion and speculation
• Context ties the decision back to broader community goals

The result, he explains, was not just resolution, but alignment. The municipality moved forward without undermining the initiative behind the decision.

That, he says, is where client-centric work lives—at the intersection of law, operations, and public understanding.

Treat Feedback as Intelligence, Not Etiquette

Municipal governments operate under constant constraint: deadlines, budgets, staffing shortages, political realities, and public scrutiny. Vasselli believes feedback after major matters is essential—not as a courtesy, but as a diagnostic tool.

When timelines slip or confusion surfaces, he looks for patterns rather than one-off explanations. If a process consistently slows staff down, the process needs to change. If templates create friction, they should be rewritten. If communication does not land, it should be simplified.

The question he listens for is not whether the legal work was liked, but whether it made the municipality’s job easier.

Build Familiarity, Not Formal Distance

Vasselli emphasizes that municipalities should not have to manage their legal counsel. In his experience, effective long-term relationships are built by understanding how a municipality actually functions—how departments interact, where pressure points exist, and what elected officials are accountable for.

That familiarity allows issues to be addressed before they escalate. Proactive check-ins replace reactive fire drills. Legal counsel becomes predictable rather than disruptive.

Client-centric service, he explains, should reduce uncertainty—not add to it.

Adapt to Modern Expectations

Public officials are expected to make faster decisions with fewer resources. Legal counsel has had to adapt.

Vasselli points to changes over the years that reflect that reality:

• Executive summaries that surface the answer first
• Shorter, clearer legal opinions
• Templates designed for operational use
• Internal tracking to anticipate deadlines

If a legal memo does not immediately explain its practical impact, he considers it unfinished. Legal work, he says, should function as a roadmap—not a reference book.

Complaints Signal System Gaps

When dissatisfaction arises, Vasselli does not view it as a threat. He views it as information.

Listening without defensiveness, quickly correcting what can be corrected, and identifying whether the issue points to a larger process gap are all part of the response. Complaints often reveal friction in communication, clarity, or coordination long before those issues become larger problems.

Handled correctly, they strengthen systems.

Train the Team to Think Like Municipal Leaders

Vasselli believes client-centric service breaks down if only one attorney understands the municipality’s priorities. Everyone working on a matter must understand two things: what the municipality is trying to accomplish, and how legal guidance can make that path easier while staying compliant.

Accuracy, he says, is assumed. Usability is what differentiates effective counsel.

If staff cannot act on guidance the moment they receive it, the work has missed the mark.

Measure Satisfaction by Outcomes

Some of the most challenging matters Vasselli describes involve development reviews with multiple departments, utilities, intergovernmental partners, environmental considerations, and intense public visibility.

In those cases, clarity—not urgency—is the solution. Mapping responsibilities, identifying statutory decision points, and aligning departments around a shared framework transforms confusion into coordination.

Client-centric service, he explains, is often about giving everyone the same map.

Respect the Cost Side of the Equation

Vasselli is clear that municipal clients are stewards of taxpayer dollars. A client-centric approach must respect that reality.

Efficiency comes from systematizing routine work through templates, checklists, and workflows—freeing time for strategic issues that genuinely require senior attention. In his view, municipalities should not have to choose between affordability and quality.

They should expect both.

A Standard, Not a Slogan

Asked to summarize his perspective, Vasselli returns to fundamentals. Client-centric service is not something to be advertised. It is something to be built—through structure, clarity, anticipation, and consistency.

At Vasselli Law, that approach is treated as an operational standard rather than a marketing claim. In municipal law, where decisions affect real people and real communities, Vasselli sees that standard as non-negotiable.

It is simply the work.

Disclaimer: The views and strategies shared in this article reflect James Vasselli’s approach to municipal law. This content is for informational purposes only and does not constitute legal advice. Results may vary depending on specific circumstances. For legal guidance, please consult a qualified attorney.