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Localism in America: Remarks from Stephen Goldsmith, Former Mayor of Indianapolis and Deputy Mayor of New York City

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Localism in America: Remarks from Stephen Goldsmith, Former Mayor of Indianapolis and Deputy Mayor of New York City AMERICAN ENTERPRISE INSTITUTE LOCALISM IN AMERICA: REMARKS FROM STEPHEN GOLDSMITH, FORMER MAYOR OF INDIANAPOLIS AND DEPUTY MAYOR OF NEW YORK CITY WELCOME: RYAN STREETER, AEI OPENING REMARKS: STEPHEN GOLDSMITH, HARVARD KENNEDY SCHOOL PANEL DISCUSSION PARTICIPANTS: NATALIE GOCHNOUR, UNIVERSITY OF UTAH; HOWARD HUSOCK, MANHATTAN INSTITUTE; DOUG ROSS, NEW URBAN LEARNING; ANNE SNYDER, CENTER FOR OPPORTUNITY URBANISM MODERATOR: JOEL KOTKIN, CENTER FOR OPPORTUNITY URBANISM 5:00–7:00 PM THURSDAY, FEBRUARY 22, 2018 EVENT PAGE: http://www.aei.org/events/localism-in-america-opportunities-closer- to-communities/ TRANSCRIPT PROVIDED BY DC TRANSCRIPTION — WWW.DCTMR.COM RYAN STREETER: Hello, everyone. Welcome to AEI and to today’s event and seminar on localism in America. I’m looking forward to the discussion and remarks from our speakers and panelists. Before I introduce our speaker this evening, I’d like to draw your attention to the “Localism in America” visual that you see up there. It is actually the cover of a new collection of essays produced by both AEI scholars and scholars outside of AEI about how we can tackle kind of big-scale national problems at the local level with some similarly thoughtful essays. And you’ll be hearing from some of the authors and contributors to the volume a little bit later on. I would like to say for those AEI scholars who are not up on the dais — we have about seven of us who’ve contributed to the volume. A couple are here, Robert Doar and Karlyn Bowman, Sam Abrams, Rick Hess, Tom Miller, Eleanor O’Neil, and Andy Smarick. For you AEI groupies, there’s quite a bit of AEI contribution to the volume as well. Before we hear from some of the contributors to the volume, now I’d like to introduce our speaker, Mayor Stephen Goldsmith, someone I’m really pleased to have here at AEI. Steve is the Daniel Paul Professor at Harvard’s Kennedy School, and he’s also the director of the Innovations in American Government program there. And he also directs the Data- Smart City Solutions, a project that highlights local government efforts to use data analytics and community input to reshape the relationship between government and citizens. He’s previously served as a deputy mayor of New York City under Michael Bloomberg when he was mayor, and before that he was well-known as the mayor of Indianapolis. And I’d also like you to check out his new book, “A New City O/S.” We have some bookmarks out at the table on the way out. If you haven’t seen that, it’s really worth your while to read. And it’s a real pleasure for me to be able to introduce Steve because 20 years ago, he actually took a gamble and hired me when he was the mayor of Indianapolis — 20 years ago? Did I just say 20 years ago? It’s hard to believe — when I was getting my start in public policy work, so I’m grateful to him for helping me get me on a path to a place like this. So without any further ado, I’d like to ask you to join me in welcoming Steve Goldsmith to AEI. (Applause.) STEPHEN GOLDSMITH: Thank you, Ryan. It’s an interesting moment for me because I spent, you know, a decade with Streeter telling me what to do, and then I went to New York City, where Doar told me what to do. And the only person who actually I totally think has perfect judgment is Howard Husock, who wrote the Harvard Kennedy School case study about Steve Goldsmith and Indianapolis. When I read it, I went, man, am I good. I had no idea I did that stuff. So I thought it was really — thank you — a bestseller case study. So probably you should read it. You’re probably in it. So, anyhow, I also have a cold so if I sniffle a little bit, I apologize. I’m pleased to be here and just make a few comments about the papers, which I read this weekend and they were interesting. And I’ve been — I’ve got 30 years of a few successes and mostly failures in localism, right? Not in running a city, but just in trying to think about subsidiarity and what it means at the local level and how the various aspects of subsidiary and subsidiarity work. And let me just give you — occasionally I get it right, but mostly I got it wrong. So I got elected mayor of Indianapolis, and I thought that, well, cities are too big and bureaucratic as well, at least large cities are. So I wanted to have municipal federalism, and so I created this path to municipal federalism where we’d recognize communities and give them more authority over the money we spent there and we tried to have their voice be stronger and I got into this. And then the city council and I think in close to unanimous vote took the — reprimanded me, saying that they were elected to represent these districts and how could I actually reach out to people who live there and ask them what they thought when their view as the elected official was to tell me what their communities think, right? So on one level, that seemed to me terribly arrogant, and on another it’s a kind of interesting issue, right, if you’re thinking about where does the expression of community come from, who’s the legitimate representative of that community. And so if we — I know the conversations here are how localism is the unit through which much should be done, but, you know, I’m not even sure what that meant. So then I decided just to kind of show total inconsistency in my philosophical approach, that I would take on a lower-level unit of government than my own, which was the school board, right, because the school board, individually elected, had been totally coopted by the vested interest. And I don’t mean just the union. I mean the union and the bureaucrats and the bus drivers and the cafeteria workers and everybody except the teachers and students kind of ran the shop, and it was having — (inaudible). So this is — I saw Rick Hess’ reference to the blob in the book. And at the height of my mayoral popularity, I ran against the blob candidates and lost. I won just enough seats for people to get mad at me and not enough to actually take control of the school board, right? So it was kind of the worst of all worlds, but then, after that, I became an advocate for parental choice, helping raise vouchers for poor kids in the community and charter schools. And I just use that, as we get started in this conversation, because it represents yet another complexity of this issue of localism, right? Because we’re not trying to define government, even at the lowest possible level, as the ultimate expression of civility and community because there are parents, right? And the parents should have choices over where their kids go to school. And so if we think about this mix, it’s like a different level and a different set of circumstances for each. And that’s why I thought the totality of the papers were pretty interesting, right, because you have various perspectives in the papers as well. So let me just make two other critical comments about things I’ve been involved with and then make a couple of more broad comments. So I think the third area that makes this conversation very difficult, and it’s suggested in part by my school example, is the bureaucratic definition of professionalism. So the definition of professionalism, which is that you get carefully trained in an area and then you know the answers, right? So that if you’re a planner, you know how to make plans for other people, and if you’re a transportation engineer, you know how to make transportation plans for other people. And so then you get to this point that even at the local level and as you go up in the hierarchy to the federal level, you’re sure because you’ve been freshly trained that you know what’s in everybody else’s best interest, right? And I ran into this in New York City when I got summoned by the Columbus Circle Chamber of Commerce or some such thing. And we had a meeting and there’s like 200 people there and they were telling me why the bike lanes on Columbus were in the wrong place. They shouldn’t be here and if they were here, they should be here and our delivery trucks can’t get in, and our customers are confused. And so I called the hiring person in the Transportation Department when I got back to my office as deputy mayor and said, “You know, here’s what I was told, and don’t you think we should do something about it?” And the person on the other end of the phone said, “No. We have a professional study that tells us that the bike lanes are in the right place.” I said, “OK. Let’s do this as a hypothetical. If I met every single person” — this is an actual conversation — “I met every single person on that five-block strip and every single one of the people lived there said the bike lanes are in the wrong place, would you agree they’re in the wrong place?” And the person on the end of the phone said, “Of course not.
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