Chapter 5 – Age of Optimism

Moses’s first task was to challenge the dominance for Tammany Hall, and for that he had to control the city’s jobs – 50,000 City employees. Patronage was the lever of power in New York City, and by taking control of this lever, Moses sought to gain the power he needed to change the city.

Tammany resisted changes to the Civil service. Employment was currently managed by patronage and bribery and a maze of technicalities had been historically put in place to prevent change. The Mayor turned to Moses to handle these technicalities.  However, Moses’s thesis was published, and his support of only educated gentlemen for positions in the Civil Service caused a scandal, and the offer was withdrawn.

Moses continued at the Bureau with more assistants. Moses’s first step was the measure of efficiency ratings for employees. In order to do this, each role had to be broken down into measurable parts. By 1915, Moses was ready to write his efficiency report. He was given a desk in the Municipal Building, his first foot in the City Hall door.

Robert married Mary in 1915 with a child in 1916. Although Moses’s mother pushed him to take a salary, Moses did not seem interested in money. He was more driven by his ideas for change and attaining the power to make them real.

Moses wrote that pay grades should be consistent across departments. The Civil Service should be structured into sixteen categories and promotion should be given purely on documented, mathematically verifiable merit. Moses was accused of downplaying the human element in this calculation but Moses had an almost religious belief in his mathematical models.

The first reactions to Moses’s ideas were positive. Mitchell announced that he would push for adoption. However, Tammany Hall was girding itself for a fight. Many of New York’s municipal employees would lose money due to Moses’s changes. At meetings, Moses would suffer a hail of abuse as he outlined his plans. Some of his supporters began to have doubts, especially those whose salary would be reduced. At the height of these doubts, Tammany Hall held a commission to consider the proposals. The decision was to modify the proposal, to consider individual cases and to slow down implementation. Different Civil Service levels were added by the City Alderman. By these methods, Tammany Hall successfully delayed the reforms.

Moses’s loss of optimism was mirrored by the country’s anxiety as it moved towards war. Mayor Mitchell popularity was also waning, not only with the public but with Moses as well as Mitchell had turned down Moses’s plans for Riverside Drive.

In 1917 Moses redoubled his efforts to push through his changes. Mitchell was up for re-election and was being contested heavily by Tammany Hall and their candidate, “Red” Mike Hyland, won. Progressivism was dead, as were Moses’s reforms.  Science and logic were not enough. Moses needed power.

In 1918, Moses was looking for a job. He tried the shipbuilding industry, where he again proposed reforms which were rejected. He had to go back to the Bureau for a job with a diminished status.

His second daughter was born. Money was short and debts were rising. The apartment was too small and a larger one was out of the question. The war was over. Woodrow Wilson was fading. Tammany’s Mayor Al Smith was in charge in New York. Moses’s contacts were gone. He seemed to have nowhere to go. And then he received a phone call from Belle Moskowitz, Al Smith’s political advisor.

Analysis & Key Takeaways:

• Robert Moses was not motivated by money for the most part to Caro. This notion ends up being critical for evaluating what kind of lust for power, questionable ethics, vindictiveness and racism is exhibited by Moses’ practices.
• Money is an approximation of value for Moses; People who are motivated by material value (goods, money) are doomed to chase short-cuts to get more money (easy to see corruption). People who are motivated by abstract goods are more likely to achieve great amounts of influence through hard work (of course); so having cheap tastes and be impactful will ward off claims of corruption even if you’re value are to undermine the prospects of the poor to advance the interests of the wealthy as Caro makes clear in this book;
• Another example of the power of networks: Tammany Hall seems to have relied on a cultural group, Irish Catholics, to power a political block that gained disproportionate influence on the general public. These networks of influence aren’t explicit but show the underlying structure to be game-able by interest groups that aren’t explicit. As long as decisions are being made to advance the interest of the public, then there is no problem, right?
• Measuring the efficiency of employees is very subjective and yet also necessary: you do not want to be making hiring and firing decisions based on a gut feeling; you also do not want to be ‘building a case’ for people you just don’t like. Instead, you ought to try to establish key performance indicators so that the employee and the manager can determine whether they are heading in the right direction or if there is not a good fit; the data collected needs to be independent of any single person otherwise it is all about relationships which is the world that Robert Moses thrived in.

Chapter 1	Chapter 2	Chapter 3
Chapter 4	Chapter 5	Chapter 6
Chapter 7	Chapter 8	Chapter 9
Chapter 10	Chapter 11	Chapter 12
Chapter 13	Chapter 14	Chapter 15
Chapter 16	Chapter 17	Chapter 18
Chapter 19	Chapter 20	Chapter 21
Chapter 22	Chapter 23	Chapter 24
Chapter 25	Chapter 26	Chapter 27
Chapter 28	Chapter 29	Chapter 30
Chapter 31	Chapter 32	Chapter 33
Chapter 35	Chapter 36	Chapter 37
Chapter 38	Chapter 39	Chapter 40
Chapter 41	Chapter 42	Chapter 43
Chapter 44	Chapter 45	Chapter 46
Chapter 47	Chapter 48	Chapter 49
Chapter 50

Chapter 24 – Driving

With his new sense of power, Moses now sought to remake the city. For this he needed federal resources. He started to ignore or circumvent many of the laws of the city in order to keep up the pace of development. He continued to fight other departments with all his political skills, using the press when necessary to spearhead his attacks. If any of his projects were delayed, Moses sent word through the press that they were being held up by bureaucratic red tape.

At this time, press barons such as W.H. Hearst were drumming up scare stories about the “red peril.” To be called out as a communist at this time was the worst anybody could be called. Moses used information about opponents, especially with regard to memberships of suspicious organisations, in order to smear them. One target was Paul J. Kern, key assistant to La Guardia, who Moses felt was interfering with his plans. Moses called Kern a Russian agent because of some unfortunate pro-Russian sympathies in the past. The Hearst empire began hunting for Kern’s scalp. Kern was eventually fired.

Moses’s developments turned to the city itself. This was more complicated than Long Island. The city had evolved into a thriving community and could not be rearranged by the broad brushstrokes Moses was used to. Every change made a multiplicity of consequences. A highway would have an immense impact on neighbourhoods, destroying good things as well as bad. Success in city planning required a more subtle and sophisticated formula. A more human aspect had to be added, but Moses would not allow it to be added.

To find out what ordinary people really needed, the public had to be talked to. Moses was not used to this, in fact was not interested in this. He was only interested in the grand designs. There were tough choices to be made, but they could only be made using in depth knowledge of the people who were to be served. However, Moses only ever considered common people in the mass. Parks were no longer there simply to provide nice views for motorists.

Despite all these real needs, Moses refused to adapt his designs. He started to hire people who would bend to his will and by this, lost out on the great talents who had advised him before. More and more the designs would be Moses’s alone, and however brilliant he may have been, it could never match the co-operative working using all the talents of before. By working like this, Moses was running out of hours needed to supervise everything. The majority of parks began to decline in quality. Original creation was being superseded by repetition with cheap materials.

Moses was not interested in anything small, and so many small projects, mainly in the slums where the poor and ethnic minorities had to live, were given the lowest priority. The Reformers understood that if the government didn’t provide parks for the poor in the city, then nobody would. This especially affected the black community. Their swelling population was not being provided for by the city. Moses’s parks system had effectively barred them from the great state parks due to lack of rail or bus transport. Small parks were thus essential, but they were not part of Moses’s plans and this was becoming increasingly obvious. For the 300,000 people of Harlem there was not a single green space. Conservation was giving way to recreation; concrete was replacing grass. The Reformers wanted to discuss their concerns with Moses, but Moses wasn’t listening.

Analysis & Key Takeaways

• Playground and Swimming Pool Discrimination: the realization that Moses is a total asshole is complete. Robert Moses did not build playgrounds for black children. Moses was intentionally not supplying parks in Harlem. Spanish Harlem was also discriminated against according to Caro; particularly by employing only white lifeguards (i.e not looking after other races lifeguards)….the cold water would deter black swimmers or so Moses thought: what a douch bag! Moses said he wanted the water colder so only white swimmers would feel welcome: horrible if true! Moses did not like Small Parks, these parks would help the black community most. There was no green space in Harlem….concrete replaced grass…this is where we see the dark said of Moses.
• Remember that the slums were not exactly beautiful places to live, but instead of restoring those neighbourhoods, the city of New York would incrementally remove basic amenities like gas, water. The slums would be starved until there were fewer and fewer residents making it easy to then bulldoze the houses to build new lucrative developments which would make New York too expensive for folks making less then above the national average.

Chapter 1	Chapter 2	Chapter 3
Chapter 4	Chapter 5	Chapter 6
Chapter 7	Chapter 8	Chapter 9
Chapter 10	Chapter 11	Chapter 12
Chapter 13	Chapter 14	Chapter 15
Chapter 16	Chapter 17	Chapter 18
Chapter 19	Chapter 20	Chapter 21
Chapter 22	Chapter 23	Chapter 24
Chapter 25	Chapter 26	Chapter 27
Chapter 28	Chapter 29	Chapter 30
Chapter 31	Chapter 32	Chapter 33
Chapter 35	Chapter 36	Chapter 37
Chapter 38	Chapter 39	Chapter 40
Chapter 41	Chapter 42	Chapter 43
Chapter 44	Chapter 45	Chapter 46
Chapter 47	Chapter 48	Chapter 49
Chapter 50

PART 5 – The Love of Power

Chapter 25 – Changing

Moses’s need for power was strong and it was growing. He seemed to take pleasure in antagonising people who disagreed with his plans. He also started to act badly towards people who were nothing to do with his work. Sometimes because they were unable to fight back. An element of sadism seemed to have entered Moses’s character. He started to have physical encounters with people he knew could not fight back. He wasn’t content with ignoring opponents but was intent on destroying them.

A streak of maliciousness was becoming apparent as well. He ousted the members of the Columbia Yacht club from their clubhouse on a potential park site before they had time to consult with their members, merely because they asked for a few months delay to move their belongings. A judge agreed with the delay, but work went ahead. The clubhouse’s electricity was shut off. Then its water. By the time the injunction was put in force, trenches had been dug denying access. The clubhouse was then demolished even though the plans were not finalized for the park.

Moses’s methods were successful in that they intimidated people, allowing him to press on with his plans. He continued to create great works by creating new land and planting trees and flowers. His monuments were everywhere. The public cheered rather than moralized. The press were right back on side. His playground schemes were judged an unqualified success even though most of the playgrounds were placed in areas that needed them least. There were few in areas that needed them most, especially those containing black communities like Harlem, despite the evidence that the lack of well-run playgrounds was resulting in children wandering the streets and becoming involved in crime. Appeals were made directly to La Guardia but he was unwilling to cross swords with Moses.

Moses paid more attention to his expensive swimming pools. The success of these became a smokescreen to the failures of the playground program. His distaste for the black community was also evident here. Only white lifeguards and attendants were employed. At swimming pools in black neighbourhood, the water was kept significantly colder because Moses thought that this would deter blacks.

New parkways to were opened in 1936, but the traffic congestion returned in under three weeks. Moses’s solution was to build even newer parkways. The Triborough Bridge was also opened this year, to adulation from the public and the press. Soon after the opening New York City experienced one of its worst ever traffic jams. Again, Moses’s solution was to build more parkways. Again, the press agreed. But traffic growth was heading far ahead of estimates. It started to become clear that building more bridges and parkways increased the use of cars and this, along with the rise in car ownership, was the cause of the problem. There were calls to increase rail traffic to take the pressure off of the roads. However, Moses built the new $70 M Whitestone Bridge. It soon became jammed as well. Moses opened new city highways in 1939 and 1941. They filled up as quickly as the others.

Worst of all, Moses tore down the lively Third Avenue neighbourhood to make way for a ten-line highway which plunged Third Avenue itself into noisy darkness. Half the stores, restaurants and theatres were gone. Once it was a place for people, now it was a place for trucks and cars. The side streets, once the playground for children, were now too dangerous to play in. Third Avenue became a paradise for gangs, drunks and drug addicts, full of abandoned shells of cars, mattresses and rats.

Moses then turned his attention to his original dream, the Riverside Parkway heading north out of the city. The job had started in 1929 and over $100M had already been spent before being abandoned at the start of the Depression. Moses required $109M more. Moses found that the railroad owed the city $13M. This would provide Moses with a start. Moses needed to find a source of funds that the railroad could use to pay off the debt. He found this in funds available to build in the Grade Elimination Fund, set up to build bridges over railroads. Governor Lehman was persuaded to sign off the loan by promising that he would get the credit for the improvements. Moses got his money, but he needed $86M more. Moses scoured around for new funds to use and adapted his designs to qualify for them. The overall plans were labelled as Grade Elimination Plans to qualify for federal funding.

Although the fundraising was progressing, economies had to be made. This was made by drastically reducing the quality of work as it ran through poor areas as well as changing the route of the parkway to run straight through parkland. By these changes to the plan and strenuous fundraising, Moses need only $10M to complete his dream. He thought that this last pot of money would be the easiest to obtain, but it became the hardest. He attempted to interest Wall Street in a $10M bond issue, but the bankers would only release $3M. Moses worked to reduce the cost. As the PWA was to receive a new dispensation, he was able to get some funds from there, but he still had a significant shortfall. Then one of his engineers had a brainwave. They could build a smaller bridge, reduce the number of lanes, then strengthen and expand it when more fund became available. With this last economy, the funding for Moses’s dream was complete.

However, having the new parkway cut straight through a park – a park that was a considered one of the last great conservation areas of the city – created opposition. On top of this it was discovered that the original route was cheaper and would cause far less damage to the parks and connected waterfront. Moses refused to listen and pre-emptively began cutting down trees. Approval for Moses’s plan was given and by 1937 his dream was complete, but at a cost, during the Depression, of around two hundred million, skilfully hidden dollars and little of benefit to the poor and black neighbourhoods. As for the traffic congestion, this would continue to worsen. Despite these reservations, Moses’s reputation was at its zenith.

Analysis & Key Takeaways

• Mary did his finances…
• Moses was interested in grand design: not listening to the public. He was a kind of a Steve Jobs-type.

Chapter 1	Chapter 2	Chapter 3
Chapter 4	Chapter 5	Chapter 6
Chapter 7	Chapter 8	Chapter 9
Chapter 10	Chapter 11	Chapter 12
Chapter 13	Chapter 14	Chapter 15
Chapter 16	Chapter 17	Chapter 18
Chapter 19	Chapter 20	Chapter 21
Chapter 22	Chapter 23	Chapter 24
Chapter 25	Chapter 26	Chapter 27
Chapter 28	Chapter 29	Chapter 30
Chapter 31	Chapter 32	Chapter 33
Chapter 35	Chapter 36	Chapter 37
Chapter 38	Chapter 39	Chapter 40
Chapter 41	Chapter 42	Chapter 43
Chapter 44	Chapter 45	Chapter 46
Chapter 47	Chapter 48	Chapter 49
Chapter 50