Why Nothing Works: Who Killed Progress―and How to Bring It Back by Marc J. Dunkelman
My rating: 5 of 5 stars
Having just reviewed the Klein/Thompson ”Abundance” time to look at “Why Nothing Works” by Marc Dunkelman, a book that covers the same subject matter but in a slightly different way. The author gives us a historical perspective on how the progressive movement has swung between support for the “Hamiltonian” approach, centralized and designed to get results quickly, and the “Jeffersonian” approach, decentralized, with results less important than process. The author spends some time showing us the political ebbs and flows between these vastly different approaches. As with Klein/Thompson he shows us a lot more as well.
The author pays a lot more attention to the legacy of Robert Moses and the “Power Broker” than Abundance does. There is no question that Moses casts a long shadow over these discussions, and rightfully so. Moses did undertake some projects that really were terrible, but he also produced many worthwhile projects, especially in the recreation area.
The author starts the book with a look at Penn Station in New York City, and the total failure to renovate it, despite the strong initial call for action from U.S. Senator Daniel Patrick Moynihan. The author, after years, and then decades, of inaction, felt the need to investigate the reasons for the failure. It appears to have driven him to write the book. That investigation showed him many stakeholders, all with the ability to delay or stop critical elements of the project, exercising that ability with impunity. For me the reaction of the government officials, which was nothing but hand-wringing, told the story. There was not someone like Robert Moses to break through the logjam and build the project.
“What I came to find so remarkable was that this whole Rashomon phenomenon had rarely flummoxed Robert Moses. Decades earlier, he’s managed to build the Cross Bronx despite a whole cacophony of objections-and yet the project has steadily moved forward. That contrast hadn’t been lost on the figures involved in the negotiations over Penn Station. On more than a few occasions, midway through an interview at a Midtown coffee shop, one of my subjects would scan for eavesdroppers, lean forward, and whisper to me, not for attribution: ‘This is why we need another Robert Moses.’…They simply believed it was time to install someone with sufficient authority to drive projects to their completion-someone who could cut through all the ‘if onlys.’ “
Dunkelman, Marc “Why Nothing Works Who Killed Progress -And How to Bring It Back. Pg. 4-5
Of course Dunkelman, staying in New York City, gets to the project that validates the central point of the book and at the same time manages to infuriate so many, the Wollman Rink project in Central Park. Mayor Ed Koch had undertaken a repair of this skating facility by introducing repairs designed to bring in freon and save money operationally. But instead of getting the repairs completed there was one misstep after another, with the bottom line being that the City not only could not successfully complete the repair but damaged the facility even more by undertaking these repairs, leading the Mayor to a decision point to have to spend another $3 million (on top of the original $4.9 million budgeted) to repair the repairs.
“The whole thing appeared like an unmitigated public relations disaster until, almost by the grace of God, Koch received an unexpected reprieve; a local developer offered to step in and make things right. In an unusual arrangement, Koch cut a deal to pay the developer to take control of the rink project, complete it for a fee, and hand it back to the city. ‘If it costs less, we’ll pay less,’ the Mayor explained when some questioned the wisdom of trusting someone outside of government to do something that would typically have been handled by a public authority. ‘If it costs more, he’ll pay.’ …….Fortunately for Koch, his collaboration with the outside developer turned out to be a huge success. The project did cost less than the original estimate-$750,000 less-and the rink opened ahead of the holiday season. But from a public relations perspective, the developers success just seemed to highlight City Hall’s incompetence. The Parks Department, columnists and reporters liked to remind the public, had wasted six years and $13 million on a project the private sector managed to complete in six months and at roughly a sixth of the cost.
Dunkelman, Marc “Why Nothing Works Who Killed Progress -And How to Bring It Back. Pg. 18-19
The developer who stepped in to fix the mess? His name was Donald J. Trump. With that attention grabber the author digs deeper, pointing out that state law prohibited the City from hiring a general contractor for the entirety of the project, requiring filed sub-bids for all the separate components. Most certainly, once Koch found a legal way to make the deal with Trump, the private developer had a huge advantage in that he could go in and simply concentrate on getting the job done without regard to City and State procurement requirements. The contrast in results has to make you wonder about the efficacy of those procurement requirements. I will have a bit more to say on that later.
Klein, in his book, references the need for “trade-offs.” This author obviously agrees.
“But there is a balance to be struck if only because, by limiting the discretion public officials have to do bad, the Jeffersonian agenda also narrows the path for other public officials to do good. By curtailing opportunities for centralized power brokers to wreak havoc, reformers risk immobilizing the public sphere, rendering the big hulking bureaucracies that were once the apple of progressivism’s eye incompetent.”
Dunkelman, Marc “Why Nothing Works Who Killed Progress -And How to Bring It Back. Pg. 159
I would take issue only with the idea that reformers may render the bureaucracies incompetent. They have already done so. My own observation on this is a bit more damning. The serious problems identified by these authors have created a mindset within some bureaucracies that the best way to deal with problems is simply to pass them along, with various contact points all pointing to other contact points as the responsible party. For members of the public hoping to solve problems quickly it can be, and is, a very frustrating thing. Nobody should be in a state of shock when the public shrugs its shoulders at nominal efficiency efforts that chainsaw government agency headcount, further impeding governments ability to serve the public.
The author gives us in this book plenty of great examples of gridlock. He contrasts our being stuck in the U.S. with the massive surge in building in China. He quotes President Obama, who bemoaned the lack of infrastructure progress after the passage of the $787 billion American Recovery Act by saying “there’s no such thing as a shovel ready project.”
With regard to clean energy both books highlight the need for massive new infrastructure to deliver energy from point A to point B. I heard Klein, in a recent podcast, ask a relatively simple question to his guests, who were critics of his book. That question was “why are red states building out more green energy projects than blue states?” By my hearing there simply was not a good answer for that from the guests.
Finally there is more from the book:
“It likely goes without saying that rendering government incompetent is a lousy way to draw voters into an ideological movement bent on employing government to solve big problems. Ordinary people who experience the morass of inept bureaucracy will, like New Yorkers frustrated with Mayor Ed Koch’s inability to restore Wollman Rink, be tempted to turn to someone with the individual moxie to get the job done.”
Dunkelman, Marc “Why Nothing Works Who Killed Progress -And How to Bring It Back. Pg. 330
I did say above I would have a bit more to say on the requirements cited as impediments to Mayor Koch completing the ice rink. I do agree that they are problematic. I have to say that the CEO of a city must have the determination, and some knowledge, to see projects through by force of will. That means investing time and political capital to ensure that a project overcomes difficulties and roadblocks. Without that investment from a CEO even projects with no discernible difficulties can quickly turn to disasters. If you have the right people who are willing to have some unpleasant conversations even tough projects can be completed.
This is another worthwhile book contributing to a real debate in the Democratic Party. It is well worth the time, even if you have read the Klein book.
The David Brooks column “We Can Achieve Great Things”
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